Rethinking Innovation and Design for Emerging Markets

Midler, Christophe; Jullien, Bernard; Lung, Yannick; Ghosn, Carlos

doi:10.1201/9781315177984

Cited by 10 publications

(15 citation statements)

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“…This project-centric analysis was complemented with interviews with five key strategic leaders of the Renault-Nissan Alliance, including the CEO, the Senior Vice President of the Renault-Nissan Alliance, and the Senior Vice President in charge of Renault Design. A monograph describing the project was written (Midler et al, 2017) and discussed with the project director for validation.…”

Section: Methodsmentioning

confidence: 99%

“…Faced with the inadequacy of existing categories to typify the Kwid breakthrough, we proposed the concept of fractal innovation (Midler et al, 2017) to describe the nature of the innovative content implemented in the detailed design phase. Fractal innovation refers to a design process in which the product definition and design rules are systematically questioned-and, more often than not, broken.…”

Section: Innovative Product Development: the Kwid Casementioning

confidence: 99%

“…The originality of the approach lay in the simultaneous and extremely rigorous implementation of these principles in a detailed product development phase. This is an approach we have named innovative development project (Midler et al, 2017).…”

Section: The How: the Kwid's Innovative Development Processmentioning

confidence: 99%

“…The article is based on the study of an emblematic case: the development of a disruptive innovation in the automotive industry. This was the Renault Kwid project, which was originally triggered by a strategic impulse in 2010 and subsequently developed between 2012 and 2015 (Midler, Jullien, & Lung, 2017). Renault, like the auto industry in general, instigated a transformation of product development engineering in the 1990s and created new upfront innovation labs and processes in the 2000s.…”

Section: Introductionmentioning

confidence: 99%

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Crossing the Valley of Death: Managing the When, What, and How of Innovative Development Projects

Midler

2019

Project Management Journal

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The last few decades have seen a profound transformation of innovation project management within automobile firms. During the 1990s, the product development phase was revolutionized by the deployment of heavyweight project management, project portfolio processes, and platform strategies. The 2000s saw the forces of change move upstream in the innovation process, with the development of new methodologies intended to develop and orient creativity, as well as new upfront units acting as innovation labs. However, many upfront creative endeavors still encounter an innovation valley of death when they move into the rigid and risk-averse development phase. Thus, the frontier of innovative project organization seems to be the ongoing quest to reconcile the emergence of breakthrough innovations in the upfront phase with the more rationalized nature of development phases. Based on a case study of a disruptive low-cost car, this article analyzes how the product development phase can support innovative exploration to overcome the challenge of achieving a major cost breakthrough. We analyze the specific content of the project’s innovations ( fractal innovation) and the management practices and organizations used to implement them. We characterize how such innovative product development can contribute to a new economy of innovative effort within the global innovation funnel of the firm. We compare this global innovation process, where development projects play a major role as a locus for organizational learning, to the customary one in automotive firms, where learning happens essentially in front-end marketing and engineering departments.

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Section: Methodsmentioning

confidence: 99%

Section: Innovative Product Development: the Kwid Casementioning

confidence: 99%

Section: The How: the Kwid's Innovative Development Processmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Crossing the Valley of Death: Managing the When, What, and How of Innovative Development Projects

Midler

2019

Project Management Journal

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“…Recently, another low-cost car was developed by Renault-Nissan in India: The Kwid. The expectations are high that this may become a success story in emerging markets (Midler, Jullien, & Lung, 2017). Jissink, Schweitzer, and Rohrbeck (2019) posit that project teams must engage in forward-looking search during project development to increase their project’s innovativeness.…”

Section: Conceptual Backgroundmentioning

confidence: 99%

Project Lineage Management and Project Portfolio Success

Kock

Gemünden

2019

Project Management Journal

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Project portfolio approaches consider various concurrent project interdependencies but typically neglect longitudinal interdependencies. These are important for exploratory projects, which create strategic options. If these options are not exploited in successive projects they become lost opportunities. This study analyzes 138 firms regarding their extent to consciously manage project sequences. We differentiate between proactive lineage (planning a roadmap of future projects) and reactive lineage (using learnings from past projects). Results show that both practices are positively and independently related to portfolio success. We derive suggestions for future research and discuss which theoretical foundations could be used to better understand the impact of lineage management.

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Enterprise Knowledge Capital

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Rethinking Innovation and Design for Emerging Markets

Cited by 10 publications

References 0 publications

Crossing the Valley of Death: Managing the When, What, and How of Innovative Development Projects

Crossing the Valley of Death: Managing the When, What, and How of Innovative Development Projects

Project Lineage Management and Project Portfolio Success

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