Newness: new products and services, new distribution, repositioning for new customers, new and better
quality, new emphasis, add a product to a service, or an entirely new business model, e.g., universities relevance.
(Dundon 2002, 8) Solve impossible problems. (Bottom Line 2005) We are all paid to solve problems!
Usefulness: Idea must be useful. (Bottom Line 2005) Change outrageous idea to a concept
for useful application. (Bottom Line 2005) Strategy determines whether the idea is new and useful. (Dundon
Production and Technology: Systems innovation has to have technological success to match manufacturing
with marketing, distribution, human resources, and customer relations. (Kotelnikov 2005) (Shapiro 2002) Innovation
has to be implemented by putting the new and useful idea into action. (Dundon 2002, 5-6) The next technology
has to be considered: by research and development, new engineering, manufacturing capability, and project management.
Technological decisions have to be linked with business strategy. (Fine 2005)
Profitability: Profitability is the maximizing of added valuefrom the implementaition of the new
and useful idea. (Dundon 2002, 5-6) The first criterion to evaluate brainstorming is the potential profti imact
on the company. (Baldwin 2003)
Customer Satisfaction: Philosophically the customer's satisfaction is an intermediate final
cause on the way to profit. The innovation has to be not only be new and useful, but also unexpected and delighting
customers. (Bottom Line 2005) Ask customers about the causes of changes in the marketplace. (Kotelnikov 2005)
Growth: Philosophically the growth of the organization is an intermediate final cause on
the way to profit. There is a need to develop strategies both inside the organization and in the supply chain for future
growth. (Fine 2005)
Competition: Philosophically the competitive advantage is an intermediate final cause
on the way to profit. The competition must be outperformed by the generation of break-thorugh ideas. (Fine 2005)
Innovation is the key driver to competitive advantage. (Kotelinkov 2005) Confound your competition (Bottom Line
Holistic Approach: The seemingly disparate causes for a culture of innovation (Shapiro 2002) must
be integrated into a single strategy if they are to be maximized for effective profit, and to avoid failure: financial
risk, poor market reputation, and failure of moral. (Baldwin 2003) (Kotelinkov 2005) (Fine 2005) The
culture of risk taking is the decision to implement a well researched idea when the benefits would far outweigh the loss.
(Bottom Line 2005)
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