1. INNOVATION MANAGEMENT
INNOVATION

2. Institute Of
Management
Sciences, Peshawar
 NISAR AFRIDI
 FAISAL IQBAL
 YAHYA KHAN

3. INNOVATION
 Innovation is the creation of better or more
effective products, processes, services,
technology, or ideas

4. WHY IS INNOVATION IMPORTANT
For business growth/ survival.
To penetrate into market and get market
shares.
 To get maximum profit.
To lead the market.

5. EXAMPLES
Order Books Online
Introduces GSM
Technology

6. First Laptop

7. For getting good quality innovative
output an organization have to
maintain a suitable environment,
provide finances and H.R to research
and development. And these all
arrangement are done by
INNOVATION MANAGEMENT

8. Objectives
• To increase the awareness about the
importance of creativity and innovation in
organization
• To carry out innovation works in an
organization in an effective way
• To use each and every person of the
organization for carrying out innovation work.

9. HOW I.M CARRY OUT THEIR WORK
• Market Pull
– looking for the best way of satisfying a newly emerging
customer demand
– improvement of the existing products, extension of the
existing offer or decrease of price
– impulses for continuous, incremental innovations or for
process innovations
• R & D Push
– looking for commercial use of new impulses resulting from
the R&D results
– generating of new markets for conceptually different
products

10. HOW IS INNOVATION MANAGEMENT
UNIQUE
The remarkable difference between the
traditional management of innovation and
innovation management is that it breaks
through the past framework of innovation
confined only in R&D department. And now
they are focusing on every employ for
innovation work.

11. VISION OF INNOVATION
MANAGEMENT
“NOW EVERYONE CAN INNOVATE”
“EVERYONE IS INNOVATOR”
“INNOVATE BY EVERYONE AT EVERYWHERE, ON
EVERYTHING AND AT ANYTIME”

12. EXAMPLES

14. Why We Need
Innovation Management?
• More and more enterprises find that innovation is
becoming the critical source and driver for enterprise’s
survival and development.
• The paradigm of IM provides a basis for an upgraded, a
more unified and better view of innovation management.
• It’s not enough to focus on technological context of
innovation, some non-technological factors, such as the
organizational structure, cultural characteristics, market,
innovation strategy, and management style may also have
an important influence on innovation performance.

15. INTERNAL SOURCES OF INNOVATION
MANAGEMENT
• Own R&D
• Technical divisions – design, technology
• Production divisions (production, provision of
services)
• Marketing and sales
• Logistics
• Guarantee and post-guarantee service
• Owners

16. EXTERNAL SOURCES FOR IINOVATION
MANAGEMENT
• Customers • Advertising agencies
• Suppliers • Investors
• Competitors • Media
• Consultants, R&D • Authorized testing
institutions laboratories,
• Schools, universities certification agencies
• Professional • State institutions, public
publications, Internet sector
• Exhibitions, fairs, • Legislation
specialized seminars • Globalization
and conferences