Commercializing discontinuous innovations: bridging the gap from discontinuous innovation project to operations

• Published in: IEEE transactions on engineering management 2002-11, Vol.49 (4), p.330-340
• Main Authors: Rice, M.P., Leifer, R., O'Connor, G.C.
• Format: Article
• Language: English
• Subjects: Assembling; Assessments; Business; Funding; Laying; Management; Markets; Product development; Project management; Receiving
• ISSN: 0018-9391; 1558-0040
• DOI: 10.1109/TEM.2002.806721

Since 1995, a multidisciplinary team of researchers has deployed case study methodology to follow the progress of 12 discontinuous innovation projects in ten large R&D-intensive firms. The study has illuminated the challenges of managing the surprisingly difficult transition from R&D project to an operating unit in the eight of the 12 projects that reached transition. A substantial "readiness gap" existed between the project teams and the receiving business units. The challenges have been captured in the form of ten critical questions that must be addressed before a project can be successfully transitioned. Based on an analysis of transition practices, the authors identify seven propositions for improving the effectiveness of transition management suggesting the potential usefulness of the following managerial approaches: (1) conducting a transition readiness assessment; (2) assembling a transition team; (3) establishing an oversight board; (4) developing a transition plan; (5) providing transition funding from corporate sources; (6) laying the groundwork for a big market; and (7) engaging senior management champions.