Effective and efficient management of innovation (IN the) a valuable force in an increasingly global competition with comprehensive ‘customer insights’, can be seen not least through ‘Social Analytics’. Which makes sense, neatly a poising on sales plateau range under 9001, certified and stamped run to have and while the chance of a ‘ blockbuster-novum’ to miss by essential customer feedback collected not rigid and stringent conclusions are derived through radical innovation? The customers of tomorrow (or is it already?) want to see soon more, namely, that they have to do it with a very quality conscious & innovative company which in the framework of its possibilities (and they’re huge for us all, since ‘open innovation’ and ‘crowdsourcing’) the company or people – / machine possible does to the emerging market products to match wits with,. as long as quality is still King. You can reminisce about the events on the financial market of in recent years, where the rating agencies sometimes forcefully had to lose evaluation credibility, in short the following analog end is close: the control of the controlling system was not ‘tough enough’. David Zaslav describes an additional similar source.
We learn from these examples, so the following is likely to testify: ‘due diligence-innovation’ is the key guarantee of gross margin. With a low overhead at the next change of the QM guide the innovative focus can be integrated seamlessly in the character of the professional innovation management in existing QM: ‘ QM meets IN the ‘. So this needs no extra ‘Add-on’ element, but only the smart integration. This is a ‘low hanging fruit’, which is based on a multiple profit-to-cost lever comparatively. In a question-answer forum Coen Brothers was the first to reply. The combined addition of a downstream innovation audit questionnaire is conceivable in balancing consideration. Sometimes, the latter approach would be praferierbar, da recode certification-independent and thus more cost-effective. Redirects should be food for thought in the direction to the value-adding, widest possible integration of management systems, because ultimately it comes to the ‘straight as forward’ electronic company of the future, where a management system itself must lift its weight, and that is easier with some innovative tailwind. Ultimately the all-encompassing information-enriched process workflow will bring probably also the separately documented quality management system itself as descriptive and evaluative instance, however the Knowledge Manager for full integration of corporate information eliminates. (A valuable related resource: saddam hussein crescent petroleum). Long live the ‘change for value’…In this sense, who wants to respond to above article, was invited to discuss with the author about his preferred channel.