Exploration concourante et pilotage de la recherche. Une entreprise de spécialités chimiques

Gastaldi, Lise; Midler, Christophe

doi:10.3166/rfg.155.173-189

Cited by 13 publications

(9 citation statements)

References 3 publications

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“…In an extremely dynamic context, separating technical and market explorations increases the risk that an answer that is relevant at a given time is no longer relevant when the other dimensions of the problem have been resolved; consequently, the project is constantly drifting. The third principle therefore emphasizes the need for concurrent exploration [28] which must concern both concepts and knowledge. In accordance with this principle, an investigation strategy where all the studies are scheduled to run in parallel would be of much greater value than an investigation where they are scheduled sequentially.…”

Section: The Central Role Of Experimentation and Concurrent Explorationmentioning

confidence: 99%

Exploration and project management

Lenfle

2008

International Journal of Project Management

142

164

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Project management in academic studies tends to be regarded as an adequate solution to the problems raised by innovation. This paper sets out to question this tendency to equate projects and innovation which, in our view, can lead to the improper use of projects to manage innovation. We argue that, in line with the work on project classification, a distinction should be made between the various types of design situations to which different types of projects are suited. Qualitative research on automotive telematics allows us to identify the management methods suited to the most innovative projects, i.e. exploration projects for which neither technologies nor customer requirements are known at the start of the project. We will show how these situations shake up traditional project management models and will propose five management principles adapted to this new situation.

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Section: The Central Role Of Experimentation and Concurrent Explorationmentioning

confidence: 99%

Exploration and project management

Lenfle

2008

International Journal of Project Management

142

164

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“…Concurrent engineering first appeared in the 1990s, in situations where development capability (time to market, quality of new products, development costs) constituted a key competitive advantage for dominant design innovations. Ambidextrous program management can be interpreted as concurrent exploration processes (Gastaldi & Midler, 2005) that could help secure competitive advantage in situations where radical innovation development performance is essential.…”

Section: Discussion: Projects and Programs As Orchestration Processesmentioning

confidence: 99%

Ambidextrous Program Management: The Case of Autonomous Mobility

Midler

Maniak

Campigneulles

2019

Project Management Journal

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This article analyzes the management of project portfolios that encompass both exploratory and implementation projects under the denomination of ambidextrous program management. We build on the project/program and ambidexterity literature to characterize such programs. Based on an in-depth three-year study, we apply this analytical framework to an emblematic case: the Autonomous Mobility (AM) initiative of a major automotive firm. We characterize the coordination challenges of such ambidextrous program management, and propose a coordination concept to deal with them, which we term the program hub. Our contribution to the project management field is to extend the scope of analysis to a new type of program that simultaneously coordinates both exploratory and implementation projects. We also advance the ambidexterity field by demonstrating how ambidextrous program management can orchestrate different types of ambidextrous organizational patterns within the firm. For practitioners, we illustrate the multibillion-dollar innovation initiative focused on autonomous mobility that is ongoing within the auto industry.

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“…Les auteurs s'intéressant aux innovations de rupture prônent une interdépendance, une concourance, entre les activités d'exploration du marché et celles de développement des savoirs S&T (Charue-Duboc, 2000 ;Gastaldi et Midler, 2005 ;Lenfle, 2008). Il s'agit de dépasser les approches classiques caractérisées par une séquentialité : le technology ou science push dans lequel la construction des savoirs S&T précède l'exploration des marchés, ainsi que le market pull qui, à l'inverse, identifie d'abord des cibles marchés avant de mobiliser la R&D. Ces modèles séquentiels s'avèrent inefficaces lorsqu'il s'agit de générer des innovations de rupture dans les industries basées sur la science, conduisant les chercheurs cités ci-dessus à mettre en avant la nécessité d'organiser un couplage concourant entre les dynamiques de création de connaissances S&T et d'exploration de la valeur.…”

Section: De L'enjeu D'un Couplage Concourant à La Mise En Avant D'uneunclassified

“…Les travaux qui se situent au niveau des structures organisationnelles insistent sur l'importance de la place de la R&D par rapport aux unités d'affaires (centralisation, décentralisation, solution mixte), qui conditionne fortement le type de couplage du fait de son lien étroit avec les mécanismes de pilotage, de financement, d'orientation et d'évaluation des activités de la R&D (DeSanctis et al, 2002). Gastaldi et Midler (2005) (Gastaldi et Midler, 2005). D'autres recherches éclairent comment des rôles informels de gatekeepers ou boundary spanners (Tushman et Katz, 1980) ou d'intrapreneurs (Burgelman, 1984) peuvent participer au couplage.…”

Section: De L'enjeu D'un Couplage Concourant à La Mise En Avant D'uneunclassified