![]() ![]() Indeed, many innovations are abandoned, "sabotaged" by collective and individual resistance for lack of appropriate change management and engaged early enough in the process of designing innovation. a company whose organization is structured at the same time as innovation grows), it is essential to support the change generated by innovation in the organization. It is therefore necessary to pay particular attention to guiding users, explaining the benefits and encouraging the test to switch to engagement.Īs long as innovation does not come from a startup (i.e. ![]() If we go back to the Rogers curve, once we have passed the 'innovators' and the 'early adopters', the only novelty of innovation does not interest users. In innovation management, the Kubler-Ross change curve, similar to that of mourning, must then be considered for two essential points: with regard to the users of the innovation and with regard to the issuing organization (the company). Kubler-Ross: the grief curve or change management curveĪs much as innovation presents a high degree of disruption, it transforms an existing one! Therefore, this change, however favourable it may be, must be supported. I therefore strongly advise you to limit your deployment investments before the passage of this gate and to remain vigilant, able to evolve the innovation until the passage of the gate. This is a break in the cycle of deployment of innovation caused by the rejection of the majority to adopt it. Limit deployment investments before the end of ‘The Valley of Death’īetween the 'early adopters' and the 'early majority', Rogers warns of what he calls the 'Chasm'. This success factor is a major point of innovation methods such as Lean Startup or Business Model Canvas (BMC). To ensure the buy-in of 'innovators', they must be identified as early as possible and integrated into the innovation design process itself. In innovation management, the Rogers' curve presents two interesting points to highlight: Co-design with 'Innovators' and limiting deployment investments before the ‘Valley of Death’. This is the case of digitalization or at least of its emerged part, that of ICT now associated with the famous expression 'making its digital transition'. This shortening of cycles also requires all companies to jump on the bandwagon very quickly when it comes to an innovation that affects all sectors indifferently. ![]() Overall, major innovation cycles are accelerating, and Schumpeter explains that innovations are born in clusters as a result of a technological or scientific breakthrough innovation.Īs shown in the diagram below, these cycles of major innovations are getting shorter, forcing companies to constantly watch market/technologies, foresight and anticipate so as not to be overwhelmed when it comes a sectoral innovation. Schumpeter: shorter and shorter innovation cycles Schumpeter's innovation cycle, Rogers' innovation adoption curve, Gartner's Hype curve, but also the Kubler-Ross change curve, what do these curves explain about innovation ?Įven if they are only theoretical, I am interested in them because they allow to understand 4 challenges in innovation management: innovate quickly, think use beyond technology, federate by co-design innovation and engage by accompanying change. ![]()
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