Innovation and New Product Development Management[1]

492011 Official Guide to ICT Industry in Hong Kong

Innovation and New Product Development Management

創新及新品開發管理

Dr. Hubert Chan, Chairman of CAHK 陳重義博士，香港通訊業聯會主席

1. IntroductionBusinesses are currently in a realm of global competition and the rapid pace of development in technology and communication has made the competition even tenser as product cycles are shortened. Constant innovation is required to keep businesses afloat and grow continuously. However, in an attempt to achieve these goals, ad hoc innovation is an inadequate response to keep businesses at the forefront as it is not systematic and efficient enough to provide a constant edge over rivals. Thus, there is a need for a more systematic approach i.e. innovation management. Unfortunately, the task remains difficult for managers as there are many disciplines within innovation management. There are also no universal innovation management models that suit all industries. Rather this paper attempts to suggest tools that improve innovation management by facilitating the process of decision making according to strategic risk management and allocation of resources.

In order to allow readers to view the topic in the greater realm of innovation management, the importance of innovation and the management of it will be explained in more detail prior to the discussion on risk management and allocation of resources within an innovation portfolio. Some of the current tools available will be looked at and a gap analysis will be performed to discuss its present shortcomings. An extra tool on resources allocation would then be suggested to supplement the existing tools in an attempt to further nourish the study of and the practice in innovation management. Case analyses will then be provided to look at the practical side of innovation management.

2. The Importance of InnovationInnovation now plays a vital role for businesses to survive and grow. There is no longer one long lasting formula or product that a business could rely on for long-term survival. Successful businesses are able to keep themselves at the top because they understand that constant innovation is essential. According to a study by PricewaterhouseCoopers in 2005 , rapid changes due to customer demands and rival competition makes 70% of current sales outdated in 5 years’ time. Therefore, if a business fails to innovate, it is also very likely that the business will fail eventually.

It is manifest that the fundamental objective of a business is to generate profit. In a poll conducted by Boston Consulting Group and data from Business Week on 15 August 2005, companies that lead in the realm of innovation are much more profitable than companies that do not. They outperform in returns and profit

1. 引言

現今企業面對全球競爭，科技和通訊技術急速發展縮短

產品生命周期，令競爭更為激烈，因此，堅持創新才能

維繫業務並繼續發展。要達到上述目標，一時的創新因

缺乏系統和效率，並不足以令企業在市場上保持競爭優

勢，管理層必需考慮如創意管理等更有系統的方式。然

而，由於創意管理學派林立，各有千秋，加上目前未有

一套能通天下的創意管理法則，管理層如何取捨實非易

事。有見及此，本文旨在從策略性風險管理及資源分配

的決策角度來建議一些有效改善創新管理的工具。

為了讓讀者可以更全面了解創新管理的真貌，在我們以

創新作為前題進入有關風險管理和資源分配的討論前，

筆者會先多花筆墨解釋創新的重要性以及管理創新的要

義，其中包括探討目前已有的工具，並透過差距分析

(gap analysis)反映其流弊，從而建議採用額外的資源

分配工具以補足這些現行工具，務求令創新管理的研究

更深入，執行效果更顯著。本文還會進行個案分析，從

現實角度審視創新管理。

2. 創新的重要性

創新在企業生存和發展中扮演著重要角色，商場上並沒

有一套永恆不變的法則和產品足以支撐企業歷久不衰，

成功的企業能傲視同儕，是由於他們明白創意必須持

之以恆，根據PricewaterhouseCoopers 在2005年的研

究顯示，因顧客需求和激烈競爭引致的急速改變令目前

70%營銷項目在5年內被淘汰，因此，如果企業未能發揮

創新，意味其業務極可能最終以失敗收場。

企業最基本的營運目的顯然是為了利潤，就Boston

Consulting Group進行的一項統計調查及來自Business

Week在2005年8月15日公佈的數據反映，堅持創新的企

業比無視創新的企業能獲享更多收盈，無論在回報率和

邊際利潤都過之而無不及，由此可見創新對帶領企業邁

電訊業概覽 Industry Overview

50 2011 Official Guide to ICT Industry in Hong Kong

向成功的影響力實在無容置疑。

可是，創新講求靈感創作，假如管理不善便會難以維

持，甚至產生難以預料的情況，要明白創新的重要性，

創新管理必須相輔相乘，方能令企業節節領先。

3. 創新及新產品開發管理(NPD)

很多時候，創意源於一時興起的念頭，大部分人認為應

該給予創作人更多空間發揮，讓他們在沒有限制和顧慮

下發揮無盡的想像。事實上要憑藉創意令業務蓬勃發

展，只是邁向成功的初步，試想像創作部每年提出1000

個創作，公司只能揀選其中10個來執行，該如何埋首在

這眾多的創作中篩選出最合適的創意，便涉及了管理方

針，亦即是「創新管理」。

實踐創意的手法足以左右結果，是決定產品或開發計劃

成敗的關鍵，因此創新管理可能比創新本身更具決定

性，兩個極端的例子就是否決可能成功的創意，以及實

踐導致失敗的創意，兩者同樣令業務蒙受損失。

創新管理是一門涉獵廣泛的學科，早有學者深入研究分

析是否有一種模式最適用於創作過程，因此本文會專注

從風險管理及資源分配的角度探討，讓企業能首先根據

其風險承受指數及企業策略方針來選擇適合的創新，但

隨之而來的問題是：在雲雲建議中，需要創新什麼?

3.1 需要創新什麼?

企業經常需要決定哪些計劃或創意需要付諸實行，哪些

需要放棄，這個作為創新過程的一部份，既可由科技推

動(透過開發新技術，即push)亦可交由顧客主導(以滿

足顧客要求和需要為優先考慮，即pull)，採用前者進

路是認為由於顧客過於熟悉可應用於新品開發的最新科

技，反而未必了解自己潛在的需要；後者則認為無論是

明示或暗示都能表達顧客需要，明確表達的顧客需要，

涉及他們發表的資料，這些資料可經由傳統方式獲得，

例如焦點小組(focus group)、個人深入訪談、統計、

問卷以及產品診斷等；非明確表達的顧客需要，是以顧

客的行為作為參考資料，有關資料來自觀察、應用民

族志學以及背景調查，並以日常生活作為背景，包括

環境、人物、顧客的目的和使用過程，以及其他產品

(Conley C. V., 2005)。背景研究提供的資料讓企業開

發產品時，創作方向更貼近顧客感受，同時令企業專注

其產品，整個過程講求日常錄得大量數據，再進行專業

分析，找出其中的關鍵模式，成為發展功能、產品線和

margins. Therefore the role of innovation in leading to a business’s success is unquestionable.

However, innovation which is often associated with creativity could be very spontaneous in nature, lacks steadiness and creates too much uncertainty if it is not properly managed. Hence in order to recognize the importance of innovation, the management of it is inseparable in order to create continuous success.

3. Innovation and New Product Development (NPD) ManagementInnovation by itself is often ad hoc in nature and it is often agreed that innovators should be left as free as possible, unsuppressed by restraints as creativity seem to work best without them. However, a business flourishing with innovative ideas is just an initial step to success. Imagine that an innovation team comes up with 1000 ideas per year and that the company can only proceed with 10 of them. The problem is then how the company digs through the numerous ideas and filter them to obtain the wanted and suitable residual ideas that ought to be pursued. This would then put them in the realm of management, ‘innovation management’ to be precise.

Innovation management arguably plays an even more important role than innovation as the quality of implementation of the innovative ideas often determines the outcome i.e. the successfulness of a product or development project. The two extreme cases include banning an innovative idea that would have been a success and pursuing an idea that leads to a total failure which both adversely affect the business.

Innovation management is a broad discipline and there has been extensive analysis in what the most proper model is for an innovation process. This paper focuses instead on the aspects of risk management and allocation of resources in innovation management. It would be helpful to businesses by first choosing the right innovative ideas to implement according to their risk-tolerance levels and their corporate strategies. The question they ought to ask is: Out of all the ideas, ‘What to innovate’?

3.1 What to Innovate?Businesses often have to decide what projects or innovations to pursue and what ought to be abandoned. This is part of the innovation process which could either be driven by technological push (by inventing new technology) or customer pull (by addressing customer demands and needs). The former approach believes that customer cannot realize their latent need because they are familiar with the latest technological development which can be applied in new product development. The latter approach believes that customer needs can be expressed through articulated and unarticulated expressions. Articulated needs involve information dealing with what customers say. Data can be collected through traditional methods such as focus groups, personal depth interviews, surveys, questionnaires, and product clinics. Unarticulated needs generally involve information dealing with what customers do and what customers make. Information can be gathered through participant observation, applied ethnography, and contextual enquiry. The context is the everyday situation of use and includes the environment, the people, their goals and processes, and other products (Conley C. V., 2005). Contextual research gives the type of information companies can use to develop innovation



策略等創意的依據。

深明顧客需要才能令產品滿足需求、實用以及暢銷

(Bayus, B., 2008)。如前文所述，企業的終極目標是

利潤，成功的創新等於盈利在望，因此越是有市場的創

意越能成功，問題只在於預測市場反應時存在的不明

朗因素，這引伸出決策過程中涉及「風險因素」(risk

factor)。

事實上，目前已有為數不少的創新管理模式嘗試解決

「需要創新什麼」的問題，但不得不承認並沒有一套

法則能放諸四海皆準，而是要視乎不同行業情況，甚

至相同行業中對創新亦各有取捨，就如Shlomo Maital

及 D.V.R.Seshadri在《創新管理》(“Innovation

Management”)一書中提出：「新成立的公司跟已具規

模的企業的創新存在本質上的差別」。理由是初成立的

公司需要與別不同的創新才能在眾多企業中突圍，相

反，較具規模的企業需要循序漸進地加入創新來滿足現

有顧客，因此，即使身處同一業界，不同的企業因承受

風險的需要和能力有別，導致彼此間的創新組合大相徑

庭。唯一可以確定的是，創新牽涉風險：某項創新能否

成功的風險。

當企業考慮「需要創新什麼?」必須顧及風險問題，引

進前所未見的全新產品既增加風險元素，回報率亦難以

預計。大多數公司視核心業務以外的相關業務為最佳的

拓展目標，但其實已具規模的企業不一定要避開突破性

的創意，因為這類企業仍需繼續擴大顧客基礎，以出色

的新品保持市場份額。反觀新興企業與其面對來自已具

規模企業的市場競爭，倒不如另闢蹊徑在嶄新市場上大

展拳腳。

現時沒有一套法則說明企業需承受多少風險，低風險不

保證成功，高風險亦不一定會失敗，反而管理層更應著

眼於風險管理，就讓我們了解管理層應如何在創新過程

中管理風險因素，應對不同業務需要。

3.2 創新風險/組合管理

創新組合(Innovation Portfolio)是指已獲資金進行的

一系列R&D計劃、技術、新品或服務開發。創新風險/組

合管理是一種動態的決策過程，需時刻對新計劃作出評

估、選擇和決定優先次序，決定現有計劃是否需要加快

進度、暫緩還是取消。組合決策過程涵蓋並同時涉及開

發程序中需要對技術、營銷及財務作出決定。組合管理

product ideas which requires an empathetic viewpoint and an ability to suspend an organization’s focus on its own products. The process involves gathering rich data from everyday situation, rigorously analyzing it for significant patterns and using these patterns to generate ideas about functions, product lines and strategy.

Understanding customer needs leads to products that are desirable, feasible, and salable (Bayus, B., 2008). However, it has been explained that profitability is usually the ultimate goal of businesses and that successful innovation for the most part equates to profitability. Therefore innovations that proves to be the most marketable leads to success. The problem lies in the element of uncertainty in projecting market response, which introduces the ‘risk factor’ in the decision making process.

In fact, there are many innovation management models which attempt to tackle the problem of ‘what to innovate’, but it is also recognized that there is no one-size-fits-all model and what is suitable very much depends on a particular industry. The choice of innovation would also vary even within the same industry as it is pointed out by Shlomo Maital and D.V.R. Seshadri in “Innovation Management” that “Innovation is fundamentally different for entrepreneurial startup companies than it is for established organizations”. This is due to the fact that startups need to provide radical innovations to compete over industry veterans while established companies may seek more incremental innovations instead to serve their existing customers. Therefore innovation portfolios would differ among companies even in the same industry as their needs and capabilities in risk taking differ. What is definitely true, however, is that innovation involves risk, the risk of not knowing whether an innovative idea would ultimately succeed.

Businesses must consider risk when considering ‘what to innovate’. Implementing unseen new products increases the element of risks and the returns become more unpredictable. Most Companies may feel that the best place to look for growth is outside of, but not too far from, their core business. However, it does not mean that well-established businesses should refrain from implementing ‘breakthrough’ ideas as they should also continuously expand their customer base and strive to produce new leading products to maintain their market share. Starting businesses, facing the competition of well-established companies, may, on the other hand, consider the creation of a new market a better strategy.

There is no general rule as to how much risk a business should shoulder. Low risk doesn’t ensure success while high risk doesn’t equate to failure. Rather it’s the management of risks that managers should keep in mind. Let us first look at how managers could manage the risk factor in the innovation process to suit the needs of different businesses.

3.2 Innovation Risk/Portfolio ManagementInnovation Portfolio is defined as a set of R&D projects, technology, and new product or service efforts currently funded and underway. Innovation Risk/Portfolio Management is a dynamic decision process by which new projects are evaluated, selected and prioritized; existing projects may be accelerated, de-prioritized or killed. The portfolio decision process encompasses and overlaps a number of decision making processes from technical, marketing, and financial consideration throughout the development process.



的概念是要管理層根據理據分析和適度的資源分配作出

決策，以便在可以接受的範圍內處理風險，所謂的「適

度」對不同企業有不同見解，要視乎其承受風險的能力

而定，而一套有系統地評估風險的工具有助企業制訂對

策，尤其當企業正要從多個創作計劃中篩選出最能配合

其創新組合的項目，風險管理這時正好起了篩選作用，

其中最常見的模式是Stage-Gate發展模式 (由Robert G.

Cooper and the Product Development Institute註冊

商標，http://www.stage-gate.com)，詳見以下圖1:

模式中設定的每一階段主要是為了決定資源分配。而

Carbonell-Foulquie et al., (2004)的研究提出了一

系列評估準則，包括五大方向: 策略的配合度、技術

可行性、顧客認受性、市場機遇及財務狀況。因此評

核小組必需包括來自營銷、財務、研發及生產部門的

管理高層。Schmidt, J.B. et al., (2009)進一步探

究NPD計劃，對Product Development & Management

Association的425位會員進行統計調查，發現其中採納

激進的NPD計劃比循序漸進式較多，當NPD計劃逐步進行

時，採用的準則隨之增加，每個階段參與評核的人數亦

會增加。令人意外的是，作為反映評核小組對創意熟悉

程度的評估熟悉度(review proficiency)竟與產品表現

密不可分，至於評估表現、評核小組人數及評估準則皆

與新品表現無關，這意味評核小組必須經常更新產品資

料、市場趨勢及對手訊息等，以改善對整個開發過程的

熟悉度。近年，有不同的新品組合方法面世，以下是其

中最常用的方法:

3.2.1 財務方法(Financial methods): 這是目前

最常用於初步篩查的方法，包括考慮不同的盈利和回

報組合，例如投資回收期、淨現值(NPV)、投資回報

(ROI)、內部收益率(IRR)等。作為常見的財務方法，預

期商業價值(ECV)可見以下圖2(Cooper, R.G. et al.,

2006)，這種方法主要將決策量化，卻未能將質量因素

列入考慮，包括決策考慮、商機成本以及現行產品/服

務的協同效應:

圖1: 由Cooper (1990)提出的常見新品開發過程(1990)。

2 3 41 1 2 3

/ 1:

/ 2: / 3:

資料來源: Cooper, Robert G. (1990), Stage-Gate Systems: A New Tool for Managing New Products. Business Horizons 33: 44-54 (May-June)。

The idea of portfolio management is to handle risks within acceptable boundaries by making decisions based on analyzed justifications and appropriate allocation of resources. Recognizing that ‘appropriateness’ differs among companies as what is appropriate depends on their degree of tolerance of risks, a structured tool for risk assessment is what businesses need in order to facilitate decision making. This is especially important when a business has numerous innovation projects at hand to choose from and needs to filter ideas to pursue projects that optimally fit into their innovation portfolio. Risk management acts as a filtering process. A commonly used model is the variant of a Stage-Gate (registered trademark of Robert G. Cooper and the Product Development Institute, http://www.stage-gate.com) as depicted in the following figure 1:

The primary purposes of the stages are to decide the resource allocation. A set of evaluation criteria was proposed by a study by Carbonell-Foulquie et al., (2004) including five dimensions: strategic fit, technical feasibility, customer acceptance, market opportunity, and financial performance. Thus, the review team should comprise of senior managers from marketing, finance, research and development, or manufacturing. Schmidt, J.B. et al., (2009) further explored NPD project review practice on 425 Product Development & Management Association members and found that more review points are used for radical NPD project than incremental ones. The number of criteria used increases as NPD projects progress and the number of review team members grows over the stages. Surprisingly, they found that only review proficiency which reveals the familiarity of the review team to the innovation is found significantly associated with the product performance. The number of review points, review team size, and number of review criteria are not associated with new product performance. The implication is that product knowledge, market trend, and competitor information has to be continuously updated to the review team in order to improve the proficiency over the entire development process. A number of new product portfolio methods have been used in recent years. The most common ones are revealed hereby:

3.2.1 Financial methods: This is the most popular method in the screening stage. This includes various profitability and return metrics, such as payback period, net present value (NPV), return on investment (ROI), internal rate of return (IRR) etc. A typical financial method, the Expected Commercial Value (ECV) is depicted in the following figure 2 (Cooper, R.G. et al., 2006). The method tries to quantify the process for decision making, however, it does not take into account of qualitative factors such as strategic consideration, opportunity cost, and synergy effect with existing product/service:

Figure 1: A Typical New Product Development Process Adapted from Cooper (1990).

1 2 3

Gate / Review Decision 1:Initial Screen

Stage1

OpportunityIdentification

Preliminary Marketing & Technical Assessment

Development & Testing Commercialization

Stage2

Go Go Go

StopStopStop

Stage3

Stage4

Gate / Review Decision 2:Business Case Evaluation

Gate / Review Decision 3:Final Launch

Source: Cooper, Robert G. (1990), Stage-Gate Systems: A New Tool for Managing New Products. Business Horizons 33: 44-54 (May-June).



3.2.2 泡泡圖表(Bubble diagrams):這個方法把風險和

報酬分為兩大陣營，詳見圖3(Roussel et al., 1991)。

泡泡的大小代表支出，顏色顯

示計劃有多接近完成階段，較

適合作為輔助工具，而非主導

組合方式。這種方法的缺點是

未能就公司的財務狀況及資源

反映計劃的緩急先後:

3.2.3 商業策略(Business

strategy): 商業策略因應

不同類別如市場、產品線或

計劃性質來進行資源分配。

即使牽涉最少限度的創新，

都會令企業目前情況出現變

數，因此企業有必要從固步自封中踏出一步，當創新牽

涉更廣層面和複雜性時，企業面對失敗的風險亦增加，

由此可見風險與創新息息相關，在創新組合的範疇內管

理風險勢在必行。而最理想的情況是產品在明顯改進的

同時，仍盡量保持顧客行為不變，以締造轟動的市場反

應，詳見Gourville J.T. (2006)建議的圖4。

圖2: 財務管理規範下的排名 – 評定計劃的預期商業價值。

資料來源: Cooper, Robert G.; Edgett, Scott J.; Kleinschmidt, Elko J., (2006-2007), Portfolio Management for New Product Development: Results of an Industry Practices Study, Product Development Institute Inc。

ECV = [(NPV * Pcs – C) * Pts – D]

$ECV = 計劃的預期商業價值

$PV = 來自計劃的收益 (貼現預設)

$C = 商品化成本(投資器材及市場投入)

$D = 開發成本

Pts = 成功開發技術的機率

Pcs = 商業成功的機率 (假設成功開發技術)

ECV (預期商業價值) 是按個別計劃進行評定，並參考不同的資源限制(例如每個計劃的研發成本)，然後

計劃再跟據此ECV/R&D指標進行排序。

圖4: 顧客行為。

資料來源: Gourville, John T. (2006), Eager Seller and Story Buyers: Understanding the Psychology of New-Product Adoption, Harvard Business Review, June 2006。

產品明顯改變，顧客行為改變有限

低

高

SMASH HITS產品改變有限，顧客行為改變

EASY SELLS

產品及顧客行為明顯改變

LONG HAULS產品改變有限，顧客行為明顯改變

SURE FAILURES

需要改變行為習慣的程度

產品改變的程度高低

3.2.2 Bubble diagrams: This approach separates risk and reward in a two-dimensional matrix as shown in the following figure 3 (Roussel et al., 1991). The size of the bubbles represents the expenditure required and the color can be used to indicate how close each project is to be finished. It appears more to be a supporting tool rather than a dominant portfolio method. The drawback of this method is that it cannot show the priority of the projects which is related to the financial situation, available resource of the Company:

3 . 2 . 3 B u s i n e s s s t r a t e g y : Business strategy decides the allocation of resource across different categories by markets, product lines or type of projects. Innovation, even to the least extent, requires businesses to step out of their comfort zone as it invites a variation to the current state of business. Very often, the greater the scope and complexity of an innovation, the higher the risks of failure it is exposed to. Therefore risks are always associated with innovation and the handling of risks within an innovation portfolio becomes necessary. Ideally, there is some significant product improvement but minimizing the change for the consumer behavior in order to create a smash hit as posited by Gourville J.T. (2006) as shown in Figure 4.

Pts

Pcs

$D$ECV

$C

$PV

Pts

Pcs

Development$D

Launch$C

Technical Success

Yes

Yes

No

No

Commercial Success

Technical Failure

Commercial Failure

$ECV

$PV

Figure 2: Rank Ordered Against Financial Criterion – Determination of Expected Commercial Value of Project

Source: Cooper, Robert G.; Edgett, Scott J.; Kleinschmidt, Elko J., (2006-2007), Portfolio Management for New Product Development: Results of an Industry Practices Study, Product Development Institute Inc.

ECV = [(NPV * Pcs – C) * Pts – D]

$ECV = Expected Commercial Value of the project$PV = Income stream from project (discounted to preset)$C = Commercialization costs (capital equipment & market launch)$D = Development costsPts = Probability of technical successPcs = Probability of commercial success (given technical success)

The ECV (Expected Commercial Value) is determined for each project, and divided by the constraining resource (e.g., by R&D cost per project). Projects are then rank-ordered according to this ECV/R&D index.

Figure 4: Consumer Behavior.

Source: Gourville, John T. (2006), Eager Seller and Story Buyers: Understanding the Psychology of New-Product Adoption, Harvard Business Review, June 2006.

LOWSMASH HITS EASY SELLS

LONG HAULS SURE FAILURES

HIGHHIGH LOW

Degree of product change involved

Degree of behavior c h a n g e required

Significant product changes, limited behavior changes

Limited product changes and behavior changes

Significant product and behavior changes

Limited product changes, significant behavior changes


/NPV

“OYSTERS”

High Reward

Easy, high prob.

Difficult, low prob Of Technical Success

Low RewardReward / NPV

“PEARLS”

“WHITE ELEPHANTS”

“BREAD AND BUTTER”

Source資料來源: Roussel, P.A., Saad, K. N. and Erickson, T. J. (1991), Third Generation R & D. Managing the Link to Corporate Strategy, Arthur D. Little。

Figure 3: Example of a ‘bubble diagram’. 圖3: 泡泡圖表範例。


引進新技術不但需要更多資源，涉及較高風險，更有可

能對採用舊有技術的產品造成威脅，要全面了解何以創

新組合中要包含部份屬高風險的計劃，就不得不明白何

謂顛覆性創新理論(disruptive innovation theory)。

「顛覆性創新」又名「顛覆性技術」，是指出乎市場預

料地改善產品或服務的創新，最常見的做法是減價或為

完全不同的顧客群改變設計，有關理論可見於Clayton

M. Christensen的《創作人的解決方法》(“The

innovator’s Solution”)一書，顛覆性創新有別於持

續性創新(sustaining innovation)，後者旨在為現有

顧客提供新品或經改良的產品，模式周而復始，只是偶

見突破，針對穩定的顧客群持續地改善產品，而這些顧

客都對產品極為熟悉，能注意新品的改善和新功能，這

種情況多數由於市場已由某些企業長久主導，因此著眼

於維繫現有客戶及保持市場份額。由於市場具有同類產

品供應，足以讓顧客進行比較，競爭尤其激烈。故此凡

未能在市場獨當一面的企業或初成立的公司，自然希望

藉由「顛覆性創新」對不同的顧客群進行競爭，避免在

一群成熟的企業中身處劣勢。顛覆性創新未必需要突

破，卻必須從完全不同的方向出發，這正與持續性創意

背道而馳，通常採用顛覆性創新的產品質素可能未及競

爭者提供的持續性創新產品，卻以較低價格提供最基本

功能特性，儘管產品未必能吸引市場中現存顧客，卻能

以優惠價格吸引全新的顧客群。簡而言之，顛覆性創新

令企業可以避開競爭非常激烈的市場與具有規模的企業

競爭，亦避免產品功能在比較下處於下風，反而是以出

乎意料的方式以適合的價格吸引全新的顧客群。

當企業面對全新的目標市場，不明朗因素增加令風險提

高，卻並不表示上述策略徒勞無功，因為顛覆性創新的

出奇製勝可能令公司一馬當先，並成功爭取更多市場份

額和盈利。因此在評估創新組合中的風險分配時，管理

層必須謹記顛覆性的風險計劃儘管風險較高，卻不失為

良策。

隨著資訊科技的急促發展，產品的成敗有賴輔助性產品

的供應或整體創新的生態環境，這已成為各行各業的企

業發展策略的核心元素，同時顯示存在著一連串風險。

創新本身的成功，既由企業的合作夥伴來決定，亦要視

乎其本身表現，當企業決定涉足某個市場時，就得同

時面對依賴風險(interdependence risks)、項目風險

(initiative risks)和整合風險(integration risks)

(Adner R, 2006)，令企業需要再度審視表現預期和重

新思考項目計劃。

Acquiring new technology not only requires more resource with high degrees of risk, but also may sometime cannibalize the existing products using the old technology. To fully address the reasons for retaining part of an innovation portfolio in higher risk projects, explaining the disruptive innovation theory is necessary. 'Disruptive innovation', which is also known as ‘disruptive technology’, is an innovation that improves a product or service in ways that the market does not expect, typically by being lower priced or designed for a different set of consumers. The disruptive innovation theory is explained in a book named "The innovator's Solution" by Clayton M. Christensen. Disruptive innovation is to be distinguished from ‘sustaining innovation’. Sustaining innovation aims at delivering to existing customers new and improved products. They are usually routine and only breakthrough occasionally. They sustain the performance improvement in an established customer plane. Customers on this plane are used to the products and are aware of the improvements and features brought by the new products. This is usually where incumbents of an industry take control and are aiming at maintaining the existing client base and market share. Competition on this plane is a commonplace and usually fierce as an 'apple to apple' comparison is readily expected from customers who know the products well. Therefore businesses which lack the status of a veteran in the industry or starter businesses may want to pursue the route of 'disruptive innovation' by battling on a different plane as opposed to battling on a plane with huge disadvantage against the incumbents. Disruptive innovation, on the other hand, is not necessarily a breakthrough but it contrasts with 'sustaining innovation' because it disrupts the trajectory by coming from a different direction. The products of disruptive innovation are usually not as good as the ones provided by competitors on the plane of sustaining innovation but are usually cheaper in price while retaining fundamentally important features. The upside is that although these products do not attract existing customers, they open up to a market of 'non-consumers' due to the discount in price. In essence, disruptive innovators challenge industry incumbents not on the plane where competition is fierce and product feature comparison provides them with a disadvantage but from an unexpected direction by attracting a new customer group with an affordable product price.

If the intended market is relatively new to the company, the risks involved increase as uncertainty also increases. However, it does not mean that pursuing such a route spells nonsense for the company as disruptive innovations could indeed be an unexpected weapon that puts the company ahead and improves market share and profitability. Therefore when assessing the risk allocation in an innovation portfolio, managers need to keep in mind that ‘risky’ projects which are disruptive in nature could very well be a good strategic choice despite the higher ‘risks’ involved.

With the advance of Information technology, the success of a product very often depends on the availability of complementary product or the whole innovation ecosystem which has become a core element in the growth strategy of firm in a wide range of industries. It presents a new set of risks. The success of its own innovation is determined as much as the firm’s partners as by its own performance. Once the Company develops a vision of what market they what to enter, it has to uncover, and access the interdependence risks, initiative risks, and integration risks (Adner R, 2006). It may lead to revision in performance expectations and rethinking the initial plan.



透過擴充市場或/和提供以新技術製造的新品或改良產

品，有助企業發展業務，Ansoff(1965)曾建立一套結合

兩者的組合，詳見圖5，這個構思先假定企業有發展的空

間，但在經濟衰退時未必可行，甚至導至重組和裁員。

3.2.4 計分模式(Scoring models): 由George S.

Day(2007)創立名為風險組合的計分系統，藉由革新小

組根據一些問題提供的答案來計分，過程無須複雜算

式，以圖表顯示的結果簡單易明，讓管理層可以立即意

會某個創新組合所面臨的風險程度。圖6是用作評估某

項創意組合中的計劃失敗機率，圓點的大小取決於計劃

的預算收益。

圖中的x軸代表企業對目標市場的熟悉程度，y 軸代表

企業對產品的熟悉程度，不難發現突破性的創新(如締

造全新產品)要比循序漸進式創新(如改善或修改現有產

品)面對更多風險，這是由於漸進式創新針對現有顧客

群，只需對目前的產品稍作改善，而市場反應預期亦

較易掌握，風險自然較低；反

觀新品無論是面對現有或全新

顧客群都要承受較高風險。這

項認知可透過圖表反映出來，

它包含了不同的領域，代表不

同程度的風險或失敗機率。如

前文所述，不同的企業擁有不

同的能力，承受風險的程度各

異，因此沒有一套絕對的法則

顯示何謂適度的均衡標準，然

而這套工具能清晰地反映計劃

正面對的風險狀況，讓管理層

能作出更佳對策。

風險組合以簡單的方法評估風

險，無需複雜的運算，只需要

專業的革新小組針對幾個關鍵

問題給出評分。而且這套方法適用於各行各業，用法簡

新品現存產品

資料來源: Trott, Paul, (2008), Fourth Edition, New product development, Innovation Management and New Product Development, Prentice Hall, Chp 12, 386-421。

1. 分散策略 3. 市場發展策略

2. 產品發展策略 4. 市場滲透策略

新市場

現存市場

圖5: Ansoff 組合。

The growth of a Company can be achieved through expanding markets or/and offering new or improved products with new technology. Ansoff (1965) developed a matrix that combines these two variables as shown in Figure 5. It assumes that there are opportunities for growth. This may not be true in times of economic downturn, and may lead to consolidation and retrenchment.

3.2.4 Scoring models: A scoring system developed by George S. Day (2007) called risk matrix is introduced hereby. It makes use of a scoring system which is determined by several answers given by

an innovation team to some questions. This requires no complex calculation and the results could be posted on a chart which could be easily read and allows the manager to quickly view the degree of risk exposure of an innovation portfolio. Figure 6 below is used for assessing the probability of failure of projects within an innovation portfolio. The size of the dots is determined by the project's estimated revenue.

The x axis represents the familiarity of the intended market to the business and the y axis represents the familiarity of the product to the business. It is noted that radical innovation, i.e. innovation that creates significantly new attributes compared to the existing ones, are more risky than incremental innovation, i.e. innovation that improves or changes existing attributes. This is due to the fact that incremental innovation aims at serving a customer group which is in existence and only seeks to improve an existing product and hence less risky as market responses are relative more predictable than products which are totally new to the existing or intended customer group. The acknowledgement of this fact is reflected in the chart as it consists of different areas that represent different degree of risks or probability of fa i lure . As ment ioned previously, different businesses have different capacities and degree of preparedness to take on risky projects and there is no golden rule as to what the appropriate balance is. However, the tool would serve to reflect to managers a clearer view as to the spectrum of risks that their projects are exposed to and allows better management.

Source: Trott, Paul, (2008), Fourth Edition, New product development, Innovation Management and New Product Development, Prentice Hall, Chp 12, 386-421.

New Markets

Figure 5: Ansoff matrix.

Current Markets

New Products Current Products

1. Diversification Strategy

3. Market development strategy

2. Product development strategy

4. Market penetration strategy


45-60% 60-75% 75-95%

40-50%

25-40%

35

30

30

25

25

20

20

15

15

10

10

Intended market

Pro

duct

/tech

nolo

gy

New to the company

Same as current offerings

Same as present

Adjacent to present

New to the company

Probability of failure

Adjacent to current offerings

圖6: 是用作評估某項創意組合中的計劃失敗機率，圓點的大小取決於計劃

的預算收益。

Source資料來源: Day, George S. (2007), “Is it real? Can we win? Is it worth doing?: Managing risk and reward in an innovation portfolio”, Harvard Business Review, 12。


單，幫助管理層作出最適切的風險對策。

3.2.5 集體客戶的承諾方法 (Collective customer

commitment method): 有些企業會邀請顧客參與計劃，

例如透過焦點小組來測試對新品的反應。其弊端是小數

顧客未必能作為整體市場指標，可能低估獨特產品的長

處，亦未考慮顧客實際的消費行為。S. Ogawa and F.

T. Piller (2006)提出的集體客戶的承諾法要求顧客在

產品尚未完成開發及生產前，已承諾購買產品，這套方

法適用於缺少使用體驗的全新產品，並針對小眾又多樣

性的市場，令NPD實際風險大為降低。然而企業必須開

放整個過程，包括從客戶意見到商品化的情況，因而未

必適合大部份視產品開發為機密的企業。

4. 使用方法與組合表現的關係

由Patterson M.L. (2005) 提出的組合計劃和管理架構

結合了策略性計劃、組合計劃和組合評估，詳見圖7。

策略性計劃旨在推動企業藉由具競爭力的嶄新技術及手

法進行新品投資，從而令企業從現況走向預見的未來，

其目標是為企業的發展項目提供策略性方向，包括增聘

人手、僱員培訓、增添新器材、建立全新營運程序、加

強產能及建立新的合作形式。

組合計劃的目的是針對未來產品/服務以及新技術發展

藍圖，為新品及技術

制定策略，過程牽涉

有關市場和技術發展

的外部資訊，其中包

括發展條件和市場趨

勢、新興市場情況、

競爭者動態、本地及

全球商業環境、新興

技術趨勢等。

組合管理需要作出一

連串組合評核及資源

分配，務求令回報達

標，並帶動企業按照

策略方向發展，在條件改變的情況下依然能善用資源。

大部份企業都會引用不同的組合管理方法，Cooper

R.G. et al., (1999) 曾對各種組合方法的受歡迎程

度以及與組合表現之間的關係進行研究，結果發現儘

The risk matrix suggested allows the assessment of risks in a simple manner as it requires no complex mathematical calculation and only requires a competent team of innovators to give scores to a few important questions. It is also a tool universal to all industries and businesses and hence easily usable. It helps managers to determine for themselves the appropriate allocation of risks.

3.2.5 Collective customer commitment method: Some companies got customer involvement, such as focus group to test new product concept. The limitations are unreliable indication from a small number of consumers, underestimation of the benefits of a unique product, and do not measure people’s real purchasing behavior. S. Ogawa and F. T. Piller (2006) posited a collective customer commitment method which asks for purchase commitments from customers before commencing any final development and manufacturing. This method can be particularly effective for testing really innovative product for which little customer experience exists, and developing products for relatively small and very heterogeneous market segments. Collective customer commitment offers substantial opportunities for reducing the risks of NPD; however, it requires a full disclosure of the entire process from initial consumer comments to final product commercialization. Thus, it may not be desirable for most companies which prefer to keep the product development confidential.

4. The Link Between Method Used and Portfolio PerformanceA portfolio planning and management framework posited by Patterson M.L. (2005) shows an integration of Strategic Planning, Portfolio Planning, and Portfolio Assessment as shown the Figure 7.

The strategic planning is to move the Company from the present stage to a desirable future by new product investments involving competitive, perhaps newly emerging, technologies and practices. The objectives are to provide strategic g u i d a n c e t o t h e f i r m c a p a b i l i t y development activities including hiring new employees, training, gaining new tools, developing new business process, adding new manufacturing abilities, and developing new strategic partnership.

The objectives of the portfolio planning are to create a strategic plan for new products and technologies in terms of a future product/service roadmap, and future technology roadmap. This process should gather external information related to markets and technology development. These include conditions and market trends, emerging market conditions, actions of competitors, local and global business environment, and emerging technology trends.

Portfolio management involves a set of activities in portfolio review and resource allocation with the objectives of producing anticipated return, moving the firm align with the desired strategic direction, and reflecting the best use of available resource in view of changing conditions.


圖7: 組合計劃與管理以及相關活動。

Source資料來源: Patterson, Marvin L. (2005), New Product Portfolio Planning and Management, The PDMA Handbook of New Product Development, Second Edition, Edited by Kenneth B. Kahn, Chp 3, pp46-58。

Strategic Planning 策略性計劃

Portfolio Planning 組合計劃

Technology Roadmap技術發展進程

Product Roadmap產品發展進程

Prog. Rvw.Process進度評核

Portfolio Assessment 組合評估

Resource Management資料管理

Portfolio Review組合評核

Other其他

Figure 7: Portfolio Planning & Management with Related Activities.


管財務方法最為普遍，但策略方法再加上計分法卻能

產生最理想的組合表現。有關結果詳見圖8，數據支持

Patterson的研究結果:

5. 安排計劃的優先次序

在初期篩選階段解決了「需要創作什麼?」後，下一個

重點便是「如何安排計劃的優先次序?」。這個問題的

重要性在於大部份企業可能資源有限，令創意組合內的

所有計劃未能同時執行，因此必須考慮優先次序。改善

創新管理的目的就是希望令投入計劃的資金獲得最大回

報，在正確時刻推出計劃無疑能改善回報，企業如能反

應適時，自然收獲豐富，因此，時間決定了一切。企業

可能一年內準備推出10項計劃，但當面對有限的人力資

源，要根據員工的專才和專業分配人手，致令計劃只能

逐一完成。一項產品失敗也許出於許多原因，其中一個

便是顧客品味或喜好出乎意料的改變(Cooper (1988a),

Urban et al. (1987), Crawford (1997))，這種改變

可能在瞬間發生，如果企業忽略這些改變，自然導致

產品失敗。現時市面有不少價格實惠的專用計劃/NPD

軟件，由於本文以泡泡圖表

概念為基礎，因此建議採用

經濟實用的EXCEL試算表，

利用其內置的「圖表精靈」

(Chart Wizard)為手上的計

劃安排優先次序，並使用圖

表定期監督計劃進展(如每

月一次)，詳見圖9。這項工

具必須包括變動的因素: 開

發中產品的市場潛力、完成

Multiple portfolio management methods are used in most Companies. Cooper R.G. et al., (1999) investigated the relative popularity of various portfolio methods and their respective relationship with portfolio performance. They found that despite

the fact the financial approaches are the most popular one, strategic methods, along with scoring approaches yield the best portfolio results. The results as shown in Figure 8 supporting Patterson’s framework:

5. Project Prioritizing After the determination of “What to innovate?” in the initial screening stage, the next critical question to answer: “How should the projects be prioritized?” This is an important question to ask because with the limitation of resources that many businesses are facing, it is probable that all the projects within the innovation portfolio could not be pursued at the same time. The goal of improving innovation management is to maximize the returns on capital injected into a project. Choosing a right timing to launch a project can undoubtedly improve the returns. Therefore it is necessary to reap the benefits by responding in a timely manner, i.e. timing is of the essence. A business could decide to pursue 10 projects in a year, but facing with the limitation such as the number of employees, the allocation of the right employees due to their different skills and expertise, the projects might have to be pursued one after another. There could be many reasons for a product failure and one of them is the unexpected changes in consumer tastes or fashion (Cooper (1988a), Urban et al. (1987), Crawford (1997)). This can occur in a short period of time and if businesses are not aware of such change, it could possibly lead to failure for their products. There are many sophisticated project/NPD software available in the market with quite substantial price. Building on the concept of bubble diagram, this paper attempts to propose a practical and economic model simply by using an EXCEL spreadsheet with the built in Chart Wizard to prioritize the projects on hand.


圖8: 主流方法與組合表現之間的關係。Figure 8: Relationships between Dominant Methods and Portfolio Performance.

Projects are aligned with business’s objectives 3.74 4.08 3.95 4.11 -----配合企業目標的計劃

Portfolio contains very-high-value projects 3.37 3.77 3.82 3.70 Scoring and Strategic> Financial包括高價值計劃的組合記分模式和策略性方法 > 財務方法

Spending reflects the business’s strategy 3.50 3.72 3.59 3.00 -----支出反映企業策略

Projects are done on time – no gridlock 2.79 3.22 3.13 2.90 Strategic > Financial計劃如期完成–沒阻滯策略性方法 > 財務方法

Portfolio has good balance of projects 2.80 3.08 3.20 3.20 -----組合中計劃均衡適中

Portfolio has right number of projects 2.50 2.93 2.70 2.50 Strategic > Financial組合中計劃數量適中策略性方法 > 財務方法

Source 資料來源: Cooper, Robert G.; Edgett, Scott J.; Kleinschmidt, Elko J., (1999), New Product Portfolio Management: Practices and Performance, Elsevier Science Inc.,p.333-351.

Ratings are 1-5 mean scores for each method, when used as dominant portfolio method where, 1=poor and 5=excellent. 各方法均以 1 – 5 分作為評級準則，其中1 = 最差 5 = 最佳

Performance Metric 表現組合Financial Methods

財務方法

Strategic Methods策略性方法

Scoring Model記分模式

Bubble Diagrams泡泡圖表

Methods That Are Better 較佳的方法

R&D Status R&D

0

2

4

6

8

10

12

-2 0 2 4 6 8 10 12

Urgency

Mar

ket P

oten

tial

Zone B

Zone D

Zone A

Zone C

Figure 9:


(進行中的)計劃涉及的風險、成本和逼切性。

5.1 安排計劃的優先次序模式的概念

把計劃列入圖中，以便決定執行的優先次序，x軸代表

計劃的逼切性，y軸代表市場潛力，凡已訂下推出或完

成期限的計劃最具逼切性，而「市場潛力」則需由企業

的營銷部提供回饋和意見來決定，本模式均使用1-10作

為評級參數。

圖表分為四個部份以便排序。Zone A顯示最優先處理的

計劃，掌握最大市場潛力又極具逼切性，在Zone A內的

計劃能為企業帶來最高投資回報，因此必須優先處理，

其次是在Zone C 或 B，以及D的計劃，如此類推。

假如有數項計劃皆在同一版塊內，管理層便需要詳細審

視各項因素以決定執行次序，這些因素包括完成產品需

投入的力度、員工技術專長以及潛在風險，以下解釋為

何這些因素如此關鍵:

5.1.1 完成產品需投入的力度(完成工作)

這是指完成計劃所需力度，所有計劃初期的工作量都設

定為0%，經優先安排的計劃加上每月更新後，各項計劃

投入的力度會隨時間出現差異，這是由於即使兩項計劃

擁有的條件因素相同，一般會認為先完成相對較輕鬆的

計劃比較有效率，從之後圖表顯示，當計劃投入的力度

隨時間改時，相對決策亦受影響。

5.1.2 員工的技術專長

在現實情況下，僱員未必能全程投入一項計劃，而且因

各有專長，一組員工在某類計劃中發揮出色，但當其專

長未能配合時，在另一個計劃中未必可以發揮作用，這

涉及人事分配的問題。一般而言，員工都會獲分配到合

適的工作範疇中，為公司增加效益和利潤，然而，另一

可行方法是讓員工學習新知和技能，例如長期培訓。事

實上，創新管理與知識管理息息相關，分享知識和重複

經驗有助全面提升企業能力；認為創新源於研發(科技推

動論)以及牽涉企業間和參與者協作互動的傳統想法，已

漸為現時的社交網絡論取代，在知識型經濟中，知識在

推動創意中扮演重要角色(Hidalgo & Albors, 2008)。

G.C. O' Connor et al(2009)指出許多大型企業未能正

The chart should be used to monitor the spectrum of projects on a regular basis (e.g. once every month) as depicted in Figure 9. The tool should take into account the following factors which change over time: the market potential of the product under development, the effort required in completing a project (for projects under way) which is proportional to risk and cost incurred, and the urgency.

5.1 Concept of Project Prioritizing ModelThe projects are meant to be positioned onto the above model to help determine what the priority of implementation should be. The x axis represents the urgency of the projects while the y axis represents the market potential. Those projects which have been committed to a delivery or completion date are regarded as more urgent. The ‘market potential’ of a product is determined by feedbacks and opinions from the marketing department of the company. Both parameters use the scale of 1-10 in this model.

The model is separated into 4 different areas to facilitate prioritization. Zone A indicate top priority as it is most urgent while capturing a high market potential. Projects within Zone A should undoubtedly be pursued with higher priority as these projects should give the highest return on investment to the company. The order of priority is then followed by Zone C or B, and then D.

Where numerous projects lie within the same area, managers should take into account more detailed factors to determine priority. The factors include effort required in completing the product, skills of employees and risks. Here are the reasons why these factors are important:

5.1.1 Effort Required in Completion (Work done)This refers to the work that is left in order to complete the project. All projects have an initial work done of 0%. However, as the projects get prioritized and are updated on a monthly basis, the percentage work done would differ from project to project as time goes by. The reason for this is that when comparing two projects with all other factors remaining the same, it is more natural and efficient to work on a project which requires relatively less effort in completing the project. As could be seen from the illustration of the model later, the percentage work done of the projects changes over time and affects the decision making.

5.1.2 Skills of EmployeesIn reality, employees are not always available at all times to work on a project. The skills of employees are also specific. A certain group of employees may be more productive when working on one type of project and less productive when dealing with other projects if their skills are incompatible. Therefore it is indeed the issue of employee allocation. In general, employees are assigned to the area of work where they perform best in order to increase a company's efficiency and hence profitability. However, it may also be desirable for letting an employee to gain more knowledge and skill in a new area (i.e. employee training for the long term). In fact, innovation management has been associated with knowledge management. Sharing knowledge and re-using experience can strengthen the overall capability of the Company. The traditional idea that innovation is based on research (technology-push theory)



確管理其創新人材，他們不斷變換擁有較高潛能的管理

層領導創新的角色，反而令這些創新人材缺乏有意義的

成長空間。他建議突破性創新至少包括三個階段:

發現: 此階段的使命是在市場上建立和發掘商機。

蘊釀: 此階段的使命是嘗試以技術和商業概念作為試

驗，設計出不同的模式來開創新業務。

促成: 此階段的使命是培育新企業直到其能獨立運作為

止，亦可視之為創新事業的發展路向。

5.1.3 風險

在風險組合中已顯示出風險，並篩選出適合的計劃，準

備執行的計劃會因優先次序問題而需要再度考慮風險。

對市場的認知和經驗是企業能否作出最佳決策的關鍵，

當兩項計劃同處於資源分配圖表中的同一版塊時，哪個

需要優先執行？較保守欠進取的企業會先執行風險較低

的計劃，至於打算跟已具規模的對手競爭的企業反而會

投入風險較高的計劃，因為計劃的成功意味公司能增加

市場份額。另一個考慮方向是上文所述，企業到底採用

顛覆性創新還是持續性創新，在此不贅。.

無論如何，必須注意的是安排計劃的優先次序並不是一

種純科學舉措，而是需要管理層平衡種種因素後作出正

確的決定。

5.2 模型說明

讓我們假設企業今年內準備推行5項計劃，即計劃

「AAA」至「EEE」，現在要為本月設定執行的優先次

序，參考以下圖10的試算表，然後按照以下指示嘗試:

1. 每個欄位填上評分(1-10)，然後點擊「圖表精靈」

(chart wizard)；

2. 在「標準類型」(standard type)選擇「泡泡圖」

(bubble)，然後點擊「下一步」(next)；

3. 定義數據範圍，然後在「數列」(series in)選擇

「欄」(column)，點擊「下一步」(next)；

4. 輸入「圖表名稱」(chart title)、x軸及y軸，可自

行選用框線，點擊「完成」(finish)；

5. 使用文字方塊來輸入計劃名稱，以及該月內各計劃

已完成的進度。

and interaction between firms and other actors has been replaced by the current social network theory of innovation, where knowledge plays a crucial role in fostering innovation particularly in this knowledge-driven economy (Hidalgo & Albors, 2008).

G.C. O'Connor et al (2009) revealed that many big companies mismanaged their innovation talent because they keep on rotating high potential managers in and out of the innovation leadership role. Meaningful growth opportunities for the innovation professionals are limited. It is suggested that breakthrough innovation consists of three phases:

Discovery: The mission is to create and identify opportunities in the marketplace.

Incubation: The mission is to experiment with technology and business concepts to design a viable model in order to create a new business.

Acceleration: The mission is to nurture the business until it can stand on its own. This may serves as a guide to build a career path for the innovations.

5.1.3 RisksRisk is addressed and projects are filtered in the risk matrix. However for projects that are to be pursued, risk is once again considered for the purpose of prioritization. Knowledge of the market and experience plays an important role in deciding what works best for the company. What should the priority be when there are two projects in the same area in the resources allocation model? A more conservative and less aggressive company may give priority to the less risky project while a company which is trying to catch up with the incumbents of the industry may choose to give priority to a more risky project because success of it could increase its market share. One common consideration is whether the company wishes to go for a disruptive innovation on the one hand and sustaining innovation on the other which is mentioned above.

It must be noted that prioritization is not a purely scientific exercise and managers are required to strike a balance among those factors in determining the correct order of action.

5.2 Model Illustration Let us assume that a company decides to take on five innovation projects this year i.e. projects 'AAA' to 'EEE' and is now deciding to prioritize the projects for this month. Open a spreadsheet with columns as shown in figure 10. Then proceed with the following manner:

1. Input the scales (1-10) for each column into the table, and then click the'chart wizard'.

2. Choose 'bubble' in the 'standard type', and then go to 'next'3. Define the data range, and choose 'column' in the 'series in'. Go

to 'next'4. Input the chart title, x-axis, and y-axis, choose the gridline if you

want, and then 'finish'5. Use the text box to input the project names, and percentage of

work done for each project in that month.



完整圖表可參考圖10。根據不同位置的計劃分佈情

況，基於「EEE」的高度市場潛力、較少開發力度及

逼切性，企業應首推這項計劃為優先處理項目，至於

「AAA」和「CCC」應比「DDD」和「BBB」優先。切記

這種方法並非純粹量化現況，而最終需依賴實際情形

進行調整，泡泡內的百分率顯示完成程度，例如優先

執行的「EEE」已完成95%，而排行較後的「DDD」仍在

起步階段，其他相關考慮因素包括策略方向、員工專

長以及計劃之間的連貫性，

這些連貫性會導致一項計劃

必須先完成，才能開始下一

項計劃。

顧客喜好改變、競爭對手剛

推出類似產品、或政府施政

(例如稅項優惠或強制政策)

有可能導致計劃的市場潛力

改變，令計劃在圖表中的位

置因而上下移動；至於市場

或顧客需求亦會改變計劃的

逼切性，使其位置可能沿 x

軸移動；至於每項計劃的完

成程度亦會改變，以上圖表

顯示的是上月的排序結果，

而管理層需要決定本月優先

處理哪些變動，以便改變試

算表數據及製作新的圖表，

藉以回應市場變動，現在讓

我們參考下個月圖表可能表

現的形勢，詳見圖11。

「CCC」由上月的Zone A移

至Zone D，可能是由於顧客

喜好或市場趨勢突然改變，

因此必須視此項目為次要考

慮；而「AAA」的市場潛力

和逼切性都有上升，因此成

為優先項目，這也許是由於

市場預測時顧客反應熱烈，令企業打算乘勝追擊，先拔

頭籌，為了令產品盡快爭取市場份額，本月應將資源優

先分配予「AAA」。

The chart is shown in figure 10. According to the explanation of the distribution of projects in different areas, the company should put project 'EEE' in the first place as it has a relatively high market potential while the development effort required is relatively small, and in urgency. Going down the list, projects 'AAA' and 'CCC' should be considered prior to projects 'DDD' and ‘BBB’. It must be kept in mind that this proposed model is not a purely quantitative exercise and what is most suitable still ultimately depends on the actual situation. The percentage in the bubble indicates the stage of completion. The top priority project 'EEE' in this example has been 95% completed, while low priority project ‘DDD’ has just been started. Other relevant factors include strategic consideration, skills of employees and sequential relationship in the projects. Some project are interrelated with each other, it cannot be started until the other one is completed.

The projects on the chart shift up and down as the market potential of the projects changed. This may due to changes in consumer preference, similar product has just been launched by competitor, or government policy such as tax incentives or mandatory regulation. The projects may also move along the x axis as the urgency may change according to market or customer requirement. What has also changed is the percentage of work done of each project. This is a result of the prioritization of the projects last month. What the manager needs to decide for this month is what changes in priority need to take place in order to adapt to the change in market response by changing the data in the spreadsheet and generate a new chart. Let us take a look at how the model could look like in the following month as shown in figure 11.

Project 'CCC' has drifted from Zone A to Zone D over the last month. One possible explanation is that there was an unexpected change in customer taste or market trend. It should be put in lower priority accordingly. The first priority should now be given to project 'AAA' as the market potential has been elevated, so as the urgency. This could be due to an expected enthusiastic response from customers after a market preview, and thus

Figure 10:

Project Urgency(1-10) Market Potential(1-10) Effort(man-month)項目逼切性(1-10) 市場潛力(1-10) 力度(人-月)

AAA 1 9 7BBB 4 3 6CCC 8 6 9DDD 2 4 10EEE 10 8 4

R&D Status in May 5 R&D

0

2

4

6

8

10

12

-2 0 2 4 6 8 10 12Urgency

Mar

ket P

oten

tial

AAA30%

DDD5% BBB

25%

CCC70%

EEE95%

Figure 11:

Project Urgency(1-10) Market Potential(1-10) Effort(man-month)項目逼切性(1-10) 市場潛力(1-10) 力度(人-月)

AAA 6 10 7BBB 4 3 6CCC 5 4 9DDD 2 4 10EEE 10 8 4

R&D Status in June 6 R&D

0

2

4

6

8

10

12

0 2 4 6 8 10 12Urgency

Mar

ket P

oten

tial

AAA35%

DDD5%

BBB28%

CCC75%

EEE99%



以上簡單說明了企業尤其是中小企業如何透過「安排計

劃優先次序」的模式，以有限資源，緊貼市場需求來作

出正確的對策。

6. 知識管理和創新

知識管理(KM)有助企業了解外部機構網絡的重要性

(一般稱為網絡)，成為外部知識來源及配合內部知識

發展，亦是作為企業如何發展新業務商機的另一進路

(Trott P. 2008)。大部份西方管理概念傳統認為機構

是一部「處理資訊」的機器，因此只有正式及有系統的

知識(例如數據、可編碼的程序、通用的準則等)被視為

實用，而唯一衡量知識的方法是可量化的，例如提升效

率、減低成本、改善投資回報率等。

相反，日本較注重管理開創新知識，其重點在於認為開創

新知並非簡單的資訊「處理」程序，反而強調發掘隱於

背後的可能性，重視高度主觀的看法、觀察力和個人直

覺，將這些觀點經測試後應用在整個企業中(Nonaka I.,

2007)。對於此項進路，個人承擔、員工歸屬感和企業

宗旨是成功的秘訣。

綜觀中國大陸，不難發現知識管理(KM)日漸受到重視，

因而備有成為知識型經濟及社會的優先條件，例如適時

地引進及運用商業知識對任何行業而言都能享有優勢，

而中國的KM情況特殊，一方面既以技術進行限制，另一

方面卻在團體或社會層面上深受心理因素(如文化價值

觀)影響。

6.1 技術優勢

提倡日本進路者將成就歸功於開創新知識的管理，管理

層非常著重創新的質素，執行人員亦深諳如何管理知識

為企業、僱員和顧客帶來利益。

這種觀點的本質與西方傳統概念大相徑庭—企業不是

一部機器，而是一個生命體，因此管理層必須致力實

現承諾，並包容實際技術和產品背後隱藏的知識，在

默契、資訊和知識彼此分享的環境下，令企業收三者

共冶一爐之效，嶄新想法層出不窮，技術層面亦不斷

改善。這種手法不但鼓勵創新，更締造了一個充滿創

意的環境，令「創新」真正帶進企業和營運模式之

中，植根員工心中，見於企業風格，成為企業不可分

the Company decided to take the advantage of being the first mover. Therefore allocating more resources for project 'AAA' may be more suitable this month in an attempt to capture the market share of this product as soon as possible.

This is a simple illustration of how a Company, particularly a SME could make use of the Project Prioritizing model to make the right decisions in allocation of the scarce resource and catching up the changing market requirement.

6. Knowledge Management and InnovationKnowledge Management (KM) helps the organization to recognize the importance of external organizational linkages, often called networks, as sources of external knowledge, and the process of associating these with the internal knowledge base of the company. It is this notion that helps identify a different approach to how companies can generate new business opportunities. (Trott P. 2008). In the traditions of most Western Management, the organization is a machine for ‘information processing’. Thus, the only useful knowledge is formal and systematic (like the data, codified procedures, universal principles and etc.); and the only measure of knowledge is quantifiable – to increase efficiency, lower costs, improve ROI and so on.

On the contrary, the Japanese approach relies on managing the creation of new knowledge. The core of this idea is the recognition that creating new knowledge is not a simple ‘processing’ procedure of information. Rather, it depends on tapping the tacit and often highly subjective insights, intuitions, and hunches of individual employees and making those insights available for testing and use by the company as a whole. (Nonaka I., 2007) In this approach, personal commitment, employees’ sense of belongings and the company’s mission form the key to success.

If you take an overview in China, you would probably find out that China has a high-priority effort to become a more knowledge-based economy and society, which means that knowledge management (KM), is increasingly important. For example, the timely transfer and use of business knowledge can provide a competitive advantage in practically any given industry. KM in China is distinctive, constrained somewhat by technological limitations, but influenced more significantly by psychological factors (such as cultural values) among groups and social levels.

6.1 Technological StrengthThe advocates of the Japanese approach attribute their success to managing the creation of new knowledge. The management fully recognize the quality of innovation; so as their executives manage the knowledge to the benefit of the company, employees and customers.

The fundamental insight is just the opposite of the traditional view – a company is not a machine but a living organism in which the management would try every mean to mobilize the commitment and embody tacit knowledge in actual technologies and products. As a result, the organization becomes a melting pot where understandings, information and knowledge are shared. Sparks of



割的部份。

相反，依循傳統思維的企業只會處理既知的資訊，整合

手上數據，利用大量工具及圖表進行分析，整個過程按

部就班地完成，既非創作，更枉論創新。

在快節奏的數碼時代，顧客追求新品和服務，促使企業

加大創新力度，致令知識型的創新企業佔盡優勢，這

類企業除了擁有知識管理的概念來加速高科技發展和

學習探索，更享有絕佳條件激發創意，就如Nonaka I.

(2007)指出，創新的精秒處是以某種視野或理想來重塑

世界，對知識創新企業而言，發現新知識不是專門化的

行動，它並不是研發部或營銷或策略性計劃的囊中物，

而是一種行為，一種生活方式，任何人都可以是一個知

識工作者，即創業者。

中國企業大可從前人的經驗汲取教訓，國家開放時日尚

短，已見大量資訊和科技蜂擁而至，要成為強國的領頭

者有賴先進科技和穩定經濟，繼而增加經驗並加以修訂

採納。在政府的財政支持和人材充足情況下，中國企業

在ICT領域已見成果，但對於知識管理的認知或許仍停

留在非常初步的階段，單憑科技取勝也許令企業綻放光

彩，但多數只能曇花一現，持續的技術優勢需要循環不

斷地學習知識 -> 選擇並吸收知識 -> 活學活用 -> 利

用知識創作 (創新) -> 學習知識。

6.2 知識管理和人

新知識通常由個人開始，零星的知識主要在人與人溝通

之間流傳，激增的知識則來自團隊智慧，而知識的採納

則通常來自於管理層的領導和同事間的合作。換言之，

「人」是整個知識管理鍊中的關鍵。

將個人知識提供給他人是知識型創新企業的核心活動，

既持之以恆更會在企業不同層面中實行；至於隱性知識

不但涵蓋部份專業技術，更是重要的認知範疇，一些難

以言喻的心理模式、信念及洞察力需要一個標準模式，

從而由隱性知識轉換成顯性知識。是以接收知識者可以

學以致用，主動創新。

將此理論套用在中國，基於根深柢固的中國文化，由上

而下的模型較易推動認知學習，而相反模式則舉步維

thoughts emerges, so as the technological enhancement achieves. This approach not only encourages the innovation, brings out the environment to innovate, but also take ‘innovation’ into the business and operation model. Innovation has been implanted into every employee’s mind, so has the company’s soul; innovation is part of the organization at last.

In contrast, companies with a traditional view would process the known information, integrate the data on hand, and analyze through bunches of available metrics and charts. Things are getting done instead of creating, not to mention innovating.

In the fast pace digital era, customers chase for new products and services, which exactly push the organization to put more efforts on innovation. As a result, knowledge-creating company is becoming more and more in favor. Except for the concept behind KM to accelerate high-tech development and learning exploitation, the knowledge-creating company is also under the ideal condition which fuels innovation. With regard to what Nonaka I. (2007) posited, the essence of innovation is to re-create the world according to a particular vision or ideal. In the knowledge-creating company, inventing new knowledge is not a specialized activity – the province of the R&D department or marketing or strategic planning. It is a way of behaving, indeed a way of being, in which everyone is a knowledge worker – that is to say, an entrepreneur.

Chinese enterprises may draw lessons from the steps taken by those initiators. Having opened the door not far ago, millions of information and new technologies are pouring in; standing on the threshold of becoming a powerful country with advanced technology and stable economy, useful experiences should be learnt from and customized for adoption. Chinese enterprises may have achieved some success in the ICT field with the back up of government funding and great talents; they may still in their infancy of knowledge management. With technology outshine with others, a company may blossom, but more in a way of morning glory. A sustained technological strength requires a circle of knowledge learning -> knowledge selection & absorption -> knowledge customization -> knowledge creating (innovation) -> knowledge learning.

6.2 Knowledge Management & PeopleNew knowledge always begins with the individual. Dispersion of the knowledge always involves person-to-person communications. Proliferation of the knowledge always needs teams’ wisdoms. Adoption of the knowledge always comes with management’s leadership and colleagues’ co operations. In a word, ‘people’ is the crucial factor along the knowledge management chain.

Making personal knowledge available to others is the central activity of the knowledge-creating company. It takes place continuously and at all levels of the organization. Moreover, tacit knowledge consists not only part of technical skills, but also an important cognitive dimension. The hard to articulate mental models, beliefs and perspectives appeal for a standard model so as to transfer the tacit knowledge into explicit knowledge. Hence, the knowledge recipient can also use what he/she has learnt to create



艱。如何鼓勵年輕僱員創新及表達，如何令高層願意聆

聽和接納新見解，正是令中國企業改革成為具備創新的

學習式機構的關鍵之處。可喜的是，一些機構，如香港

警務處已率先採用於經驗較淺的年輕同事身上試行創新

項目。

6.3 知識管理與學習式機構

以建立一個學習式機構作為最終目標，擁有一套適合自

己的知識管理機制來尋求商機、達致商業成就。

對於靜止的市場，以傳統方法處理和評估資訊可能足以

令企業繼續營運和發展；然而當身處急速變化、變幻莫

測的全球市場，學習和創作是企業唯一突破重圍、維持

長期發展的出路。

即使將「指引和政策」銘記於心，機構仍會就「學習方

式」和達標而採取不同的步驟，就如前文所述，香港警

務處採用雙向渠道作為自上而下和自下而上的學習和分

享方式；八達通成立了來自不同部門和層面的「精英

組」以便從內外收集資訊，藉由篩選資訊、集思廣益、

分享知識和討論的方式推動創新；香港賽馬會設計課程

讓員工學習和分享；思科將「學而專精」的概念植入所

有員工心中。

由此可見，企業和機構採用不同的知識管理、學習及分

享方式和創新形式，但彼此隱約擁有共通點，凡在這時

刻變動、競爭激烈的環境成功的機構，皆相信學習模式

能跟隨時代的步伐進行創新，在這個模式下，有來自內

部研發部或外部學習及兼併者的先進技術，有充滿創意

的人材，有員工可以學習和分享的公司平台，有企業

間可以交流資訊和技術的渠道。簡言之，知識管理對創

新的影響舉足輕重，促成學習型機構達致商業成就和持

久增長。

7. 來自傑出企業的經驗

儘管學術界已發展出不同的創意管理和R&D篩選方法，但

理論和現實始終存在距離(Brunner D. et al., 2008)。

根據多個個案研究方法進行的質量分析(qualitative

analysis)用意是探究創意中的「為何、什麼和如何」

(why, what, how)和NPD管理(Yin, Bateman, & Moore,

1983)。筆者曾經訪問9位出色的業界領導人物，分享他

and innovate actively.

Put the theory in China, the top-down model for cognitive learning may take an easier way while the way in reverse may be hard to take a step due to Chinese deep-rooted culture. How to encourage the relative young staff to innovate and express, and how to make the higher rankers listen to and accept the new idea is the crucial point in Chinese enterprises’ transformation into learning organizations which have the soul of innovation. Nonetheless, it’s glad to see some organizations like Hong Kong Police having taken initiative roles to adopt some pilot plan of innovative projects for young colleagues who have relatively less experience.

6.3 Knowledge Management & Learning OrganizationThe ultimate goal is to build up a learning organization with a customized knowledge management mechanism to seek business opportunities and turn them into commercial success.

In the static market, the traditional way of information processing and evaluation might be enough for a company to survive and grow; while in the fast changing and unpredictable global market, learning and creating are the only ways for an organization to make a breakthrough and keep a long-term development.

With the ‘guidelines and policies’ in mind, organizations are taking different steps which seem suitable to explore the ‘learning model’ and achieve the goal. As mentioned in the interview section, Hong Kong Police has adopted a bi-directional channel for top-down and bottom-up learning and sharing; Octopus has formed an ‘elite force’ from different departments and levels to collect information both internally and externally, and make innovation based on the information selection, brainstorming, knowledge sharing and discussions; Hong Kong Jockey Club has designed classes for staffs to learn and share; Cisco has implanted the ‘learning to be professional’ concept into every employee’s mind.

From the above cases, we may find out that companies and organizations varies in the ways of knowledge management, learning & sharing models and innovation practices. However, some similarities loom as well. The organizations which have achieved successes under the changing and competitive environment believe in the learning model to keep innovation with the tide. Inside the model, there’re advanced technologies either from internal R&D department or from external learning and mergers; there’re talents with a mind to innovate; there is a platform for staffs to learn and share inside the company; and there is a channel for information and technologies exchanging with other organizations. In a word, knowledge management takes a pivotal role in innovation which drives the learning organization to a commercial success and a long-term growth.

7. Lessons Learned From Outstanding Corporate Although academics have developed various models in innovation management and R&D project selection, there is persistent gap between theory and practice (Brunner D. et al., 2008). The qualitative analysis based on multiple case studies method is



們的成功經驗(有關訪問內容詳見本書前章節)。

Miller, W.L. (2010) 認為新一代創新管理(第4代，簡

稱4G)除了聚焦於對產品、服務和程序的逐步改善，更

應嘗試對商業模式、業界架構、內部的R&D、營銷及生

產等進行徹底改進。以下是針對4G的12項原則和做法:

1. 在持續的創意中需要加入徹底的創新。

2. 以內部專長加上競爭優勢為顧客創造價值。

3. 所謂專長是包括了人材、工具、技術和程序，甚至

與合作夥伴建立的商業模式，以及業界/市場架構。

4. 財務會計模式可以反映組成經濟價值和競爭力的能

力和結構。

5. 既有雙線分銷渠道(銷售和提供產品/服務)，也有

來自供應商和使用者之間的雙向知識交流。

6. 創新是一種過程，在發展專才和結構的過程中推

進。分析持份者需要有助發掘問題和基本因素。

7. 產品/服務開發、工具/程序、生命周期、創新藍

圖、技術組合、內部R&D和外部收購(開放創新)，

以及對顛覆性創新的需要尚未滿足等都必須在策略

性計劃中加以管理。

8. 定義幾項構成持份者需要的因素，藉以制定針對問

題的解決方案。

9. 需要培育更有深度和量度的專業領導人材。

10. 聯同學術界支持創新，邀請顧客評測樣品。

11. 以一個技術總監管理所有顛覆性創新的全新企業架

構逐漸成形。

12. 擁有不同創新能力和架構的合作夥伴所身處的組織

生態環境必須加以管理。

筆者會以這12項原則於圖12總結專家訪談時進一步說

明。

adopted to explore the why, what, and how in Innovation and NPD Management (Yin, Bateman, & Moore, 1983). I conducted a series of interview with nine leading practitioners who were willing to share their valuable set of successful experience (please refer to the detail interview content in the previous section of this book).

Miller, W.L. (2010) posited that the new generation of Innovation Management (4th Generation, 4G) not only focus on incremental improvements in products, service, and process but also on the capability to radically improvement on business models, industry structures, and internal capability of R&D, marketing, and manufacturing. There are 12 principles and practices in 4G:

1. Radical innovation is required in addition to incremental innovation.

2. Use an internal capability with competitive advantage to create value to customer.

3. The structure of capability includes people with knowledge, tools, technology, and process; business models with partners; and industry/market structure.

4. Financial-accounting models can reflect the capability and architecture which are the building blocks of economic value and competitiveness.

5. There are dual distribution channels- sales and delivery of product/services, and bi-directional knowledge flow between the suppliers and users.

6. Innovation is a process driven by a process for capability and architecture development. Analysis of stakeholder needs is required to identify problems and roots causes.

7. Product/service development, tools/processes, lifecycles, innovation roadmap, technology portfolios, internal R&D and external acquisitions (open innovation), and the discovery of unmet needs for radical innovations are all need to be managed in strategic planning.

8. Several value attributes for multiple stakeholders need to be defined to target solutions for problems.

9. Leaders with greater breath and depth of capability need to be created.

10. Collaboration with academics to support innovations, and testing of prototypes with customers are required.

11. A new corporate organization with a chief technology officer manages all the radical innovation may be formed.

12. Organization ecology with partners with different capability and architectures in innovations must be managed.

I would like to apply these 12 principles in the expert interview summary as an illustration depicted in Figure 12.



1

Company Name

Hong Kong Police Force

1) The exterior of our fire stations have changed from 'traditional red' to 'healthy green'

2) Police stations use bright and open interior design, adding soft accessories and green plants

3) Police have multi-functional multi-media communications equipment, mobile report room, and GPS

1) Continual effort by senior management in a "top-down" approach; colleagues' sharing; and management actively work to understand the difficulties of frontline workers

3) Maintain close contact with international institutions every now and then - learn from each other and engage in periodic peer review

The HK Police Force knows how to use the PPMR (People, Machine, Material, Rule) theory properly to achieve “pay back to society”.

6: Capability and architecture development process;

7: Strategic planning;

9: Leaders with breadth and depth of capability.

Interviewee Why Innovate? What to Innovate? How to Innovate? Summary AppliedPrinciples

Ir. Jolly Wong - Chief Tele-communications Engineer

1) To educate the public and because people’s expectations have changed over the years; innovation and change makes a difference

Figure 12: Innovation Management Interview Summary.

1) Central Clearing and Settlement System (CCASS) introduced in June, 1992 to provide automatic order matching and execution system (AMS) services; now evolved into its third generation (AMS/3)

1) With a positive and proactive attitude, align staff efforts to ensure cooperation with the information technology R&D department.

HKEx aims to enhance the development of RMB products in Hong Kong so as to strengthen the city's global financial market position. 2: Internal

capability;

3) Awarded several prizes from 2005 to 2008. For example, AMS/3 won gold at the Hong Kong Computer Society’s IT Excellence Awards in 2004

3) Partner with a reliable telecom company for the system network; and ensure a high level of communication and engagement within the organization.

3: Structure of capability;

2) Launched 'HKExnews', the electronic disclosure system, to upgrade issuer's information issuance mechanism

2) With traffic from various systems transferring to the HKEx Securities and Derivatives Network (SDNet), the transaction participants, clearing participants, information provider and HKEx itself can enjoy high bandwidth and smooth and stable network services, as well as significantly saving network costs.

Hong Kong Exchanges and Clearing Limited (HKEx)

Mr. Alfred Wong - Information Technology Officer and the Chief Director of Science & Technology

1) To ensure the transaction system offers diverse functionality and high-speed trading to react quickly to market changes, and to maintain the system’s high capacity and extensibility so as to provide a stable and reliable exchange environment for the public

2

12: Organizational ecology.

4) Completed the SDNet Project, an integrated optical fiber Ethernet infrastructure

3

2) Transmit ideas among colleagues - innovative new projects are usually piloted among younger colleagues who more readily accept change

Octopus Cards Ltd.

1) Expand the scope of application: nearly all Hong Kong transport systems accept Octopus payment, as do more than 9,000 retail shops

1) Rely on a creative team of management and staff members and their innovative spirit

Octopus pointed out that we 'should not innovate for the sake of innovation'; any and every innovation or improvement project must achieve a triple-win – benefitting customers, merchants and the Octopus corporation – in order to be worthy of launching.

2: Internal capability;

Mr. Sammy Kam - Technical Director

1) To make 'life easier' for the public

2) Explore innovative new services and products: Octopus Automatic Add-value Service, Octopus Rewards, Octopus credit card/ATM card, etc

2) The company has created a specific department to be responsible for collecting and studying feedback from the public, and for keeping in close contact with partner merchants in order to better understand customers’ needs


2) To improve market competitiveness

3) Explore overseas' markets, including the Netherlands, Dubai and New Zealand

3) Will consider the feasibility of different products and service plans; will follow a course of gradual implementation and perform regular progress checks to ensure each project meets its market’s specific needs in a mature manner

9: Leaders with breadth and depth of capability;

10: Collaboration with academia and prototype testing.



Company Name

1) Introduced ‘RaiLOvation Week’ to spark innovation; 4,000 new ideas are collected as a result

3) Installed MTR Club 'eInstant Bonus' terminals

1) Focus on development in four key areas, namely: 1) develop and unleash competency in innovation; 2) build up an innovation platform for Hong Kong rail development; 3) deepen the organization’s ability to learn and develop; and 4) provide support through communication and cultural exchange

3) Operates in the cooperative mode of the 'Information Service Management Cycle' in order to collect and study customer information, and execute and manage customer loyalty programs

'Start with education' is a guiding principle of MTR.


4: Financial accounting models;5: Dual distribution channels and bi-directional knowledge flow;

Interviewee Why Innovate? What to Innovate? How to Innovate? Summary AppliedPrinciples

4 MTR Corporation

Mr. Daniel Lai JP. - Head of Information Technology

1) To face challenges and embrace change while retaining its competitiveness

2) ‘MTR Creator’ – to promote efficient knowledge sharing and foster a Learning Organization culture among MTR employees


2) To align the organization's corporate vision with its annual objectives

2) Formed 'MTR Club' rewards program, attracting more than one million members


11: New corporate organization.

1) While the use of innovative technology is not new at Hong Kong Jockey Club, exploring new directions based on current products and further consolidating and transforming current systems would be positive steps

1) Innovating with reference to Information & Communications Technology (ICT) direction and objectives

4) Mature software systems and processes monitor the development of all the Club's plans and projects from inception to operation

The Jockey Club understands that even major reform and innovation begins with a small idea and a small step; collect tiny fragments of ideas to achieve long-term objectives


4: Financial accounting models;5: Dual distribution channels and bi-directional knowledge flow;

5 Hong Kong Jockey Club

Mr. Sunny Lee, JP. - Executive Director

1) To retain competitiveness in a challenging market

3) Carried out a staff reward plan to encourage colleagues to suggest plans to improve company services

2) To contribute to the Hong Kong Jockey Club's operational objectives and strategic mission through innovation and reform, as well as social care

2) Successfully launched soccer betting - 'HKJC Football Betting Ltd'

7: Strategic planning.


2) ICT staff join a training program called ‘LIVE & BREATHE WITH THE BUSINESS’ to get to know the market


6 Cisco Systems Hong Kong Ltd.

Ms. Barbara Chiu - General Manager, HK Macau

1) To improve the way people work, live, play and learn through innovative technology, in line with Cisco's corporate mission statement

2) To drive and develop 'Smart + Connected Communities' in an increasingly urbanized world, using innovative technology and the internet platform to meet future development needs and solve the challenges of global urbanization

1) Upholding a tradition of constant innovation in IP technology, Cisco continues to develop industry-leading products and solutions; at the same time, it has also emphasized 'ideas innovation' – as can be seen in its novel 'Smart + Connected Communities' concept

1) Cisco has perfectly combined planning and project management strategies and information sharing tools in order to help cities use their resources more effectively by building an interconnected service platform that provides information and interaction to improve citizens' quality of life and spur economic, social and environmental sustainability

Cisco's innovative technologies can give people a better life and a better city.


2) Cisco is devoted to driving and developing 'Smart + Connected Communities' to foster economic development, improve citizens’ quality of life, reduce carbon emissions, and ensure sustainable development with low environmental impact

2) Working closely with various local governments to efficiently drive and develop 'Smart + Connected Communities'

4: Financial accounting models;

3) As a technology industry leader, Cisco actively uses innovative technologies such as WebEx™ or TelePresence to enhance its operating efficiency and make employees' work more flexible to help them achieve good work-life balance

3) Advanced collaboration tools help staff maintain close connections with clients, enable cross-boundary cooperation to curtail operating costs, and also provide flexibility to let employees achieve optimal work-life balance; Cisco also leverages advanced technology to create spectacular activities that promote work-life balance for staff


10: Collaboration with academia and prototype testing;



Company Name Interviewee Why Innovate? What to Innovate? How to Innovate? Summary Applied

Principles

3) To greatly enhance Cisco's operating efficiency and flexibility, maintaining it world-leading competitiveness

4) Cisco also leads in using information technology to assist all levels of the community, rolling out multiple local education and public welfare initiatives to directly benefit society

4) Cisco enthusiastically assists all levels of society through such activities as information technology training programs for career development and the ‘Cisco Networking Academy Plan’ and other initiatives to help young people enhance their job prospects

Cisco's innovative technologies can give people a better life and a better city.

12: Organizational ecology.


3: Structure of capability.

7 Airport Authority Hong Kong

1) Mr. Henry Ma - General Manager, Airfield

1) To keep improving the airport’s service quality and to provide a safer, more comfortable, more convenient and more efficient international airport for passengers

1) The application of Radio Frequency Identification (RFID) has increased the average data read rate of baggage labels and improved the system’s ability to track baggage

1) With an open attitude and with regular reviews and reference to market suggestions

The Airport Authority is moving confidently to create an even more comfortable, efficient and relaxing airport environment.

2) Ir. Paul Wu - Senior Manager, Special Systems Technical Services

2) To cope with increasing passenger and luggage flow

2) Changed the sequence of passengers’ exits, rearranged the exit and inspection hall and added security checking channels and X-ray machines

3) Launched Passengers’ Self Check-in Procedures and cooperated with Shenzhen airport on transfer procedures

2) Through talent management, organizing various types of training courses and Management Trainee Programs


8 Cathay Pacific Services Ltd.

Mr. Peter Lui - Head of Engineering and IT

1) To reduce costs and bring operational benefits, enhance market competitiveness, take advantage of rapid technology developments from around the world, and diversify its business opportunities

1) Radio Frequency Identification (RFID) technology will be used in the new cargo terminal's freight traffic monitoring system to more efficiently manage vehicles moving in and out of the terminal

1) With reference to Cathay Pacific Cargo’s past experience and current plans and by conducting regular conferences to allow administrative and technical staff to communicate and share ideas

1) CPSL is making its “green concept” a part of daily operations to pursue environmental protection.


4: Financial accounting models;

2) Some elements of the new cargo terminal may be outsourced to increase the project’s cost effectiveness, allowing CPSL to focus on overall operations management and inter-departmental information exchange

2) Seek advice from expert consulting firms

2) The new cargo terminal will stimulate Hong Kong’s air cargo industry and handle the increased cargo throughput more efficiently to enhance the competitiveness of Hong Kong as a global and regional cargo centre.

6: Capability and architecture development process;



9 Hong Kong Observatory

Dr. Lee Boon-ying - Director of the Hong Kong Observatory

1) To make public safety the first priority, with more accurate weather forecasts

1) Leveraging the maturity of internet technologies and its wealth of meteorological data, the Observatory has created an automatic digital weather forecasting system called My Observatory, as well as 'Observatory @ YouTube' and other innovative communications channels

1) Encourage employees to voluntarily continue their education via a Continuing Professional Development scheme

1) To face future challenges, the Observatory will continue to improve its forecasting and weather warnings systems and public education programs, integrating the latest information on global climate change into its services.

3: Structure of capability.

2) To remain an advanced, world-leading observatory

2) With public participation, launched a community observatory website to share district-specific weather information collected by local schools and other organizations

2) Maintain an open attitude and accept citizens' opinions and ideas

2) The Observatory hopes that people in Hong Kong will pay more attention to global climate change, cherish the environment and put more effort into caring for the Earth.


1

公司名稱受訪嘉賓"創新科技管理” 系列訪問總結為何需要"創新科技管理”?

甚麼是"創新科技管理”? 怎樣做到"創新科技管理”? 總結適用原理

香港警務處總電訊工程師

黃振球先生

1) 市民的教育和期望均

與舊有思想有別，與時並

進的改革事在必行。

1) 所有消防局由傳統的

紅色改為「環保綠」

1) 自上而下由最高的管

理層努力不懈地推動，同

事間分享工作心得，領導

層主動了解前線人員在工

作上所面對的困難。

懂得善用“人、

機、物、法”

理論，做到“取

諸社會，用諸社

會”。

6:創意在發展

專才和結構的

過程中推進

2) 警局採用了光鮮及透

明度極高的裝潢，配以柔

和裝飾和植物綠化環境。

2) 同僚之間的感染力，

新的改革項目措施會從

勇於接受改變的年輕同

事開始。

7:在策略性計

畫中加以管理

3) 警隊的多功能及多媒

體通訊設備、流動匯報

室、GPS〈全球衛星定位

系統〉。

3) 不時和國際機構作緊

密的聯繫，從而互相參

考檢討。

9:更有深度和

量度的領導人

材

香港交易

所（港交

所）

資訊技術

科主管暨

首席科技

總監黃國

權先生

1) 保持交易系統功能多

元化、速度高、反應快、

容量和擴展性高，從而為

市民提供一個穩定可靠的

交易環境。

1) 1992年6月，中央結

算及交收系統（CCASS）

正式推出，時至今日自

動對盤及成交系統已演

變到第三代(AMS/3)。

1) 以積極進取的態度，

配合資訊科技研究部門

人員的努力

希望可以加強人

民幣產品在香港

金融市場的發

展，進而穩固香

港國際金融市場

的地位。

2:內部專長+競

爭優勢

2) 推出「披露易」電子

披露系統，進一步提升

發行人資訊發佈機制。

2) 各系統的線路均集中

到SDNet的網絡上，交易

參與者、結算參與者、

資訊供應商以及港交所

均可享用高頻寬、流暢

和穩定的網絡服務，更

可大幅節省網絡成本。

3) 在2005年至2008年期

間，榮獲多個具代表性

的獎項，例如AMS/3於

2004年奪得香港電腦學

會頒發的「資訊科技卓

越成就獎」應用金獎；

CCASS/3。

3) 一直選用的電訊公司

能提供穩定性極高的系

統網絡，亦不時保持緊

密聯絡。

4) 完成SDNet項目，即

綜合光纖以太網網絡基

礎設施。

3:專長及架構

12:組織生態環

境管理

2) 提升市場競爭力 2) 開拓創新服務和產

品：八達通自動增值服

務、八達通日日賞、八

達通信用卡／提款卡等

2) 公司有專責部門收集

及研究市民大眾的意見，

亦會和合作商戶緊密聯

繫，了解客戶的需求。

3:專長及架構

3) 開拓海外市場，進軍

荷蘭、迪拜及新西蘭

3) 會考慮技術及營運的

可行性，以衡量不同的產

品及服務方案，然後循序

漸進地推行，再定期檢討

進度和加以改良。

9:更有深度和量

度的領導人材

1 0 :學術界支

持；顧客評測


2

八達通卡

有限公司

技術總監甘

志深先生

1) 令市民大眾“生活

更輕鬆”

1) 擴大應用範圍和方

式：香港大部份交通工具

可用八達通支付車資，市

面上超過9,000間零售商

店接受八達通付款

1) 有賴充滿創新精神的

管理層和員工，以及其

無窮創意

提出“不應單為

創新而創新”的

理念，認為所有

創新或改革方案

項目都必須達致

三贏 ─ ─ 令顧

客、商戶和八達

通公司都得益。

2:內部專長+競

爭優勢

3




香港賽馬會資訊科技事

務執行總監

李惠光太平

紳士

1) 面對市場上其他競爭威

脅，要保持市場競爭力。

1) 指出“創新科技理念”

就香港賽馬會的定義，並

非“全新的概念”，他認

為在現行的事物制度上發

掘出新角度、新方向，再

加以強化改造。

1) 參考資訊及通訊科技(

ICT)的大方向和目標

改革創新可以從

細微之處、一個

小想法開始，慢

慢積累才會變成

長遠目標。

2:內部專長+競

爭優勢

2) 資訊科技部門的同

事會參加名為“LIVE

& BREATHE WITH THE

BUSINESS”的訓練項

目，從而了解市場。

3:專長及架構

4) 完善的系統和制度能

監察所有公司方案項目

的發展和運作。

2) 成功推行足球博彩——

足智彩

3) 內部亦有推行員工獎

賞計劃，歡迎各同事踴

躍提出任何可以改善公

司服務的方案。

2) 改革創新是香港賽馬

會的營運目標和理念，重

視回饋社會。


5

港鐵公司資訊科技

主管 –

賴鍚璋太

平紳士

1) 為了迎接新挑戰及日

新月異的事物，並一直保

持優越的競爭力。

1) 進行一個名為

“RaiLOvation周”

的項目，從而以收集

超過4000個新想法。

1) 強調四個關鍵領域的

發展：1) 發展和推出創

新能力；2) 建立香港鐵

路創新平台；3) 深化學

習和發展能力；4) 通過

溝通和文化交流提供支

持。

鼓勵“從教育做

起”。

2:內部專長+競

爭優勢

4:財務會計模式

5:雙線分銷管道

和雙向知識交流

7:在策略性計

畫中加以管理

11:全新企業架

構

2) 配合機構的理念和年

度目標

3) “MTR club”會員逾

一百萬人

2) “港鐵Creator (創

造者)”團隊有助組織

員工的知識分享和學習

更有效率

4) “e分鐘著數”的成功 3) 配合一個名為“信息

服務管理周期”的模式運

作，以此選取、研究、執

行和管理各個方案。

4


5:雙線分銷管道

和雙向知識交流

7:在策略性計

畫中加以管理

思科系統

(香港)

有限公司

2) 思科致力推動及發展

“智能+互聯城市”，協

助推動經濟發展、改善

市民生活質素、減少碳

足跡，並確保環境可持

續發展。

2) 思科積極與各地區政

府機構保持緊密聯繫，

務求更有效地推動及發

展“智能+互聯城市”。


香港及澳門

區總經理

招卓敏小姐

1) 思科肩負起重大的企

業使命，致力透過創新科

技改善人們工作、生活、

娛樂及學習的模式。

1) 思科秉承不斷創新

IP科技的傳統，一直致

力研發產品及解決方案

領導業界。思科亦非常

著重“思維理念上的創

新”，“智能+互聯城

市”的概念就是其中最

佳的例子。

1) 思科完美結合了協

作及信息共享工具，通

過創建“城市服務平

台”，協助城市更有效

地利用資源，改善市民

的生活質素，並確保環

境的可持續發展。

思科的創新科技

為人們帶來更美

好的生活，更優

化的城市。

6 3:專長及架構





國泰航空

服務有限

公司

資訊科技

及工程部

主管雷瑞

興先生

1) CPSL作為一個革新的

方案，是為了減低成本、

增加營運效益、提升市場

競爭力、應付世界科技事

物日新月異的發展，並發

展國泰航空公司多元化的

商機

1) 無線射頻識別系統

(RFID)應用在貨車流量

監查系統上，能更有效

管理和監控所有進出貨

運站的車輛。

2) 將部份步驟程序外判

予其他公司負責，藉此

改善成本效益，而CPSL

則可以專注整體運作管

理和各部門資訊聯繫的

工作。

1) 參考國泰貨運以往經

驗和現時政策，定期與

國泰貨運公司的行政人

員和技術部門開會，彼

此交流和分享

2) 向顧問公司的專家尋

求意見

1) 日常灌輸綠

色概念藉以推

行環保

2:內部專長+競

爭優勢

6:創意在發展

專才和結構的

過程中推進

11:全新企業架構

2) 期望未來新貨

運站能刺激香港

航空貨運業，更

有效率處理日漸

增多貨運需求，

有助提升香港國

際機場作為國際

及地區性貨運中

心的競爭力。

9 香港天文台香港天文

台台長李

本瀅博士

1) 以市民大眾安全為首

要責任，更準確地預測氣

氛變化。

1) 利用互聯網成熟和普

及的特色，加上其豐富

的資源，創作一套自動

定位軟件－－我的天文

台，並發展“天文台@

Youtube”

1) 鼓勵員工自發性的

持續進修學習，推行

Continuing Professional

Development﹝持續進修計

劃﹞。

1) 未來挑戰是繼

續改進預測警報系

統和教育市民，提

供全球氣候變化的

最新資訊。

2) 保持世界先進氣象單

位的地位

2) 全民參與社區氣象網

發展，由學校或團體自費

裝置氣象接收儀器，自動

發放該區天氣數據經由理

工大學統一後發佈。

2) 保持開放態度接受市

民的意見和回應

2) 期望香港人

更關注全球氣候

變化，更愛惜周

遭環境，好好愛

護地球。

3) 推出旅客自助辦理登

機手續，與深圳機場合

作預辦中轉航班的登機

手續。

3) 創新科技的應用能大

大提升公司營運效率及靈

活性，保持公司競爭力。

4) 思科亦積極利用資訊

科技協助社會各階層，

推行多項本地教育和公

益事項，為社區帶來裨

益。

4) 透過“思科網絡技術

學院計劃”，為年青一代

提供技能活動及資訊科技

培訓，有助工作或進修，

鼓勵他們積極裝備自己，

提升就業競爭力。

12:組織生態環

境管理

2) 面對城巿化的趨勢，

作為全球領先的互聯網

設備及解決方案供應商，

思科致力推動及發展以創

新科技、網絡作為平台的

“智能+互聯城市”，以

迎合未來世界城市化的發

展。

3) 作為創新科技業界的

領導者，思科積極利用

創新科技，如思科網真

或WebEx™等協作工具提

高營運效率，令員工工

作更具彈性，取得生活

與工作之間的平衡。

3) 思科先進的協作工

具，讓員工可時刻與團隊

及客戶保持緊密的聯繫，

並可以隨時進行跨地域會

議，在提升公司營運效率

之餘，令員工工作更具彈

性。思科更會透過先進科

技，為員工舉辦一些別開

生面的活動，平衡工作與

生活。

10:學術界支

持;顧客評測

7:在策略性計

畫中加以管理

香港機場

管理局

1) 飛行區

運作總經理

馬耀文先生

1) 以不斷改善機場的服務

質素、為旅客提供更安全、

更舒適、更方便、更高效率

的國際機場作為使命。

1) 採用無線射頻識別技

術，提升行李標籤的平

均資料讀取率，亦顯著

提高了系統追蹤行李的

能力。

1) 抱持開放態度、定時

檢討和參考市場意見。

未來展望是締造

舒適自在的機場

環境

2:內部專長+競

爭優勢

7

2) 工程及

維修部專科

系統工程高

級經理胡偉

強先生

2) 為了應付與日俱增的

人流貨運量

2) 改善旅客出境流

程，重新配置出境檢查

大堂，並增設保安檢查

通道及X光機。

2) 人才管理方面，籌辦

各類培訓課程和見習行

政人員培訓計劃

未來展望是締造

舒適自在的機場

環境

3:專長及架構

8

3:專長及架構


2:內部專長+競

爭優勢

3:專長及架構



8. Discussion and SummaryThe success factors in Innovation and NPD Management has been revealed in the multiple cases study. It has been shown that we are very good in application and service development. HK Police force has been recognized as one of the most efficient disciplinary troops in the world. Our Stock Exchange is the most valuable platform in the world in term of market capitalization. The Octopus services have been exporting to Netherland, Dubai and New Zealand. Our MTR service is a world class public transportation system. The HK Jockey Club is the largest horse and football betting organization in the world. The HK Airport Authority has been recognized by numerous International Awards. Cathay Pacific is one of the most profitable airlines with superb hospitality services. The HK Observatory website is one of the most popular one because of its creativity and informative design. All these glories are being enabled by an excellent Innovation Management. With reference to the 12 principles mentioned above (Miller, W.L., 2010), principle 2 (internal capability with competitive advantage to create value to customer) and principle 3 (structure of capability includes people with knowledge, tools, technology, and process; business models with partners; and industry/market structure) are proven to be most frequently applied. This aligns with the resource-based view strategy (Barnes, 1991) which states that resources and capabilities of a firm must be valuable, rare, and isolated from imitation and substitution in order to create sustainable competitive advantages. It has been found that most Companies build up their capabilities through training, education, customer involvement, and multi-level colleagues’ participation. Strategic planning is still the most popular principle in portfolio management. This echoes the findings of Patterson M.L. (2005). Radical innovation was seldom mentioned in the interview. It may be due to the fact that most of the Companies are either public utility or big Corporate, and thus more prudent procedure is preferred.

I try to propose the following framework so as to summarize a generic innovation process for a quick review. It involves market feedback and internalization process. As what postulated by Peter Drucker, 1959- “Business has only two basic functions-marketing and innovation”.

Product success mostly depended on the “better understand of the customer needs”. It has been argued that the managers, front line engineers, and marketing people who have long term experience in the market and close to the customer, are those who know the customer requirement, and thus little market research is required. Furthermore, sometimes customers do not really know what they want or what is the latest technology available particularly in the high-tech products, and again market research is of little help.

8. 探討與總結

從不同的個案中反映了創新及新品開發管理的成功要

素，印證了我們擁有實踐及服務方面優厚的條件。例

如香港警務處被國際公認為最有效率的紀律部隊之

一；港交所就市值而言是世界數一數二大型證交所；

發源於香港的八達通概念已成功進軍荷蘭、廸拜及新

西蘭；港鐵的系統技術和服務達國際水平；香港賽馬

會堪稱是全球最大的賽馬及足球博彩機構；機管局自

成立以來屢獲國際殊榮；國泰航空素以優質服務及營

商有道見著；香港天文台網站因內容豐富、題材充滿

創意而大受歡迎。這一切成就有賴完善的創新管理。

根據上文提及的12項原則(Miller, W.L., 2010)中以

第2點(以內部專長加上競爭優勢為顧客創造價值) 和

第3點(所謂專長是包括了人材、工具、技術和程序，

甚至與合作夥伴建立的商業模式，以及業界/市場架

構) 最為常用，正如資源為本的策略觀點(Barnes,

1991) 認為企業的資源及專業技能必須要有價值、獨

特，而非跟風模仿或代替品，方能維持長久的競爭優

勢。事實上，不難發現大部份企業都會透過培訓、教

育、顧客及不同層面的僱員參與，藉以提升其專業技

能，策略性計劃仍是組合管理中最常見的做法，進一

步落實了Patterson M.L. (2005) 的見解。可能由於

受訪對象均屬公營機構或大型企業，因此採取較為審

慎的路線，故此在訪談中未有提及顛覆性的創新。

筆者嘗試於下一節總結一個創新過程的大綱，以便讀

者一目瞭然。大綱包括了市場回饋和流程內部化，就

Peter Drucker, 1959 假設的「營商只要兩個基本功

能：營銷及創新」。

產品成功的關鍵在於「深明顧客需要」，有說法認為管

理層、前線技術人員以及營銷人員擁有豐富的市場經

驗，而且最貼近顧客，理應最清楚顧客要求，因此可以

省卻市場調查。此外，部份顧客未必明瞭自己需要，尤

其不會了解高科技產品的最新技術，這時候市場調查作

用不大。科技不一定扮演推動(pull)的角色，當創新人

StrategicAlignment

Customer Feedback/

Requirement &Competitorsresponse

ProductLaunch

Product/Process/

Service Spec

Product Portfolio

Management

MarketDriven

ProductEnhancement

Complementaryproducts

KnowledgeInternalization

New Market Trend

New Ideas

NewKnowledge/Technology

TechnologyDriven

New Product/Process Development Process 新產品/程序發展的過程


References

Adner, Ron (2006), Match your Innovation Strategy to Your Innovation Ecosystem, Harvard Business Review, April, 2006.

Ansoff, I (1965) Corporate Strategy. Penguin, Harmodsworth; (1968) Toward a Strategy of the Theory of the Firm, McGraw-Hill, New York.

Barney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17

Bayus, Barry L. (2008), Understanding Customer Needs, Handbook of Technology and Innovation Management, Edited by Scott Shame, Chp. 3, pp115-141.

Brunner, D.; Fleming, .; MacCormack, A.; Zinner D. (2008), R & D Project Selection and Portfolio Management: A Review of the Past, a Description of the Present, and a Sketch of the Future, Handbook of Technology and Innovation Management, Edited by Scott Shane, Chp. 7, pp215-238.

Carbonell-Foulquie, P., Rodriguez-Escudero, A.I., and Munuera-Aleman, J.L. (2004). Technological Newness and Impact of Go/No-Go Criteria on New Product Success. Marketing Letters


Technology driven is not always a “pull”. It can be a “push” as well when Innovators use technology indentifying core problem & solving it with competitive innovation. However, customer feedback is important after the new product launch to improve the customer experience. Hence, product development/enhancement is a continuous process with customer feedback, new technology, and new market trend. Another driving force is the complementary products which will enrich your product features or user interface, and in turn influence your product development strategy. As an illustration, the applications of iPad in various scenario and Industry such as monitoring/control, education, and text/video communications are typical examples.

In summary, successful Innovation Companies have a long term relationship with customer, suppliers, and its employees. The managerial style and structure encourage internal and external communications with multi-levels and cross functions employee, and customer participation. Knowledge Internalization which includes analysis, reflection, & synthesis (Xu J. et al., 2010) is used in stead of knowledge management in the above flow diagram because the support to innovation through Knowledge Management deliberately has still not found its way explicitly into all companies. Internal capability (principle 2) is built up by Internalization while customers and partners involvement enhances the structure of capability (principle 3). Creative people can come up with many creative ideas to enhance their products/services. However, not all the ideas can align with the strategy of the Company. Sometimes we have not only to decide what to be innovated, but also have to decide what not to be innovated through a constant review the strategic alignment. Hence, strategic alignment within the Company is proposed as being the moderator between Knowledge Internalization and New product/process/business model generation. After all, the ultimate success depends on solid Execution.

員透過科技發掘核心問題，並以具優勢的創意來解決

時，它便起了主導(push)作用。而當新品推出後，顧客

意見對於改善體驗亦非常重要，是以產品開發/改善是

一個持續不斷的過程，有賴顧客意見、新技術和新市場

趨勢的支持。其他的推動力還包括輔助性產品，有助提

升主產品功能或使用者體驗，同時對產品發展方向具

一定影響力，就以iPad為例，它涉及的使用範疇包括

監督/控制、教育以及文本/視頻通訊等行業。

簡而言之，成功的創新企業與顧客、供應商和僱員都

享有長期關係；其管理方針和架構能促進多層次、跨

部門的內外交流，以及顧客的參與。就以上流程圖所

見，以分析、回應及綜合推動內部知識(Knowledge

Internalization)(Xu J. et al., 2010) 取代知識管

理，是由於鮮有企業明顯因為透過知識管理來成就創

新，內部化造就了內部的專業技能(第2點原則) ，顧

客與合作夥伴的參與改善了專業技能的結構(第3點原

則)，有創意的人可能有許多想法改善產品/服務，卻

不是所有創意都能配合企業策略。有些時候我們不但

要決定需要創新什麼，更要透過定期評核策略決定要

放棄哪些創新項目，因此，策略能否配合企業方針可

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Documents

Innovation and New Product Development Management[1]