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MANAGING DISRUPTIVE INNOVATION BY VALUE-ORIENTED PORTFOLIO PLANNING

Part of: Design Innovation, Information and Knowledge

Published online by Cambridge University Press:  11 June 2020

S. Weinreich ,
T. Şahin ,
D. Inkermann ,
T. Huth  and
T. Vietor
S. Weinreich*
Affiliation:
Technische Universität Braunschweig, Germany
T. Şahin
Affiliation:
Technische Universität Braunschweig, Germany
D. Inkermann
Affiliation:
Technische Universität Clausthal, Germany
T. Huth
Affiliation:
Technische Universität Braunschweig, Germany
T. Vietor
Affiliation:
Technische Universität Braunschweig, Germany
*
*s.weinreich@tu-braunschweig.de

Abstract

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Innovation portfolio management (IPM) aims at selecting ideas with regard to their potential for innovation and measuring them considering customer and business value. The evaluation of benefits and risk is especially challenging for disruptive innovation (DI) due to their characteristics such as low comparability to existing technologies and uncertain customer reactions. This paper highlights the lack of approaches to managing DI in IPM and addresses it through a framework that expands the understanding of value-orientation in IPM, allowing for the inclusion of DI.

Keywords

portfolio managementinnovation managementinnovationdisruptioncustomer value
Type
Article
Information
Proceedings of the Design Society: DESIGN Conference , Volume 1 , May 2020 , pp. 1395 - 1404
Creative Commons
Creative Common License - CCCreative Common License - BYCreative Common License - NCCreative Common License - ND
This is an Open Access article, distributed under the terms of the Creative Commons Attribution-NonCommercial-NoDerivatives licence (http://creativecommons.org/licenses/by-nc-nd/4.0/), which permits non-commercial re-use, distribution, and reproduction in any medium, provided the original work is unaltered and is properly cited. The written permission of Cambridge University Press must be obtained for commercial re-use or in order to create a derivative work.
Copyright
The Author(s), 2020. Published by Cambridge University Press

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