TIM-PD-004-R3 Reference Document on Innovation Decision-Making Processes
Most organizations today have somehow structured all activities around innovation and product/service development decision-making and activity flows. They have to, because, among other things, only a proper framework of activities can minimize your risk, avoid re-work, put them in the right sequence, and relate all the activities to each other. In a way, a restaurant is a nice analogy: it has a chef (a manager), a kitchen team, a team of waiters, and a set of processes (recipes, work procedures). Without a proper sequence of activities in the recipes and work procedures, a list of ingredients, etc. the kitchen team is almost by definition destined to fail consistently at producing a proper meal, and the team of waiters would consistently fail at serving this to clients with a minimally acceptable degree of predictable quality. That is where the analogy stops. Processes can also inhibit innovation and actively block the development of new initiatives, that any organization also needs. Particularly the more radical the development, the more resistant an organization could become. Finding the proper balance is a key predicament for those involved with building fitting processes, selecting certain methods and tools. Sometimes throwing in a bit of disorder too.
This is a companion document to the TIM Innovation Management Maturity Model, in particular the Standard (TIM-PD-001-STD), the Interpretation Guideline (TIM-PD-003-GL), other public documents and supporting documentation.
This document explains in overview decision-making processes in Innovation Management, for its users, for registrars, accredited trainers, auditors and consultants. It describes different types of decision-making processes that will be required for Innovation Capability.