The importance of a new product development (NPD) process: getting started.

In order to achieve a successful new product, and certainly the successful implementation of a new product into a company, it is necessary to have a structured and documented approach to New Product Development (NPD), therefore providing a clear roadmap for the development of new products. This review highlights the NPD process, from concept to consumer, and what the key success drivers are, such as; the quest for real product superiority and success, and the need for cross-functional teams; in order for a company to succeed and use new products as a source for competitive advantage

Mature Systems in Global Markets: The Need for an Institutional Division of Labour

This paper approaches innovation as a need and not as a choice, particularly in the case of mature systems, defined as localized systems of production that are deeply specialised in mature industries. Their only strategy to achieve competitiveness is an innovation-driven shake-out combining new technological patterns with the existing resources and involving local institutions in production in order to avoid an unbearable shock. The Italian case is useful to introduce the idea of an institutional division of labour limited by the extent of the market and the institutional coherence of the system. According to this approach, the innovation policy has also a political dimension, which development and competition possibilities depend on.Mature industry; Innovation; Institutions; Policy

Critical factors for implementing and diffusing sustainable Product-Service Systems: Insights from innovation studies and companies' experiences

This is the post-print version of the final paper published in Journal for Cleaner Production. The published article is available from the link below. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. Copyright @ 2012 Elsevier B.V.Eco-efficient Product-Service System (PSS) innovations represent a promising approach to sustainability. However the adoption of such business strategies is still very limited because it often involves significant corporate, cultural and regulatory barriers. An important challenge is not only to conceive eco-efficient PSS concepts, but also to understand the contextual conditions that facilitate their societal embedding, and which strategies and development pathways are the most appropriate. The combination of theoretical insights from innovation studies (in particular Strategic Niche Management and Transition Management) and a case studies research (exploring the innovation journeys made by six companies in introducing their eco-efficient PSS innovations in the market) is used to investigate the factors that influence the implementation and diffusion of this kind of innovations. The article provides a structured overview of these factors, grouping them in four clusters: implementation of socio-technical experiments; establishment of a broad network of actors; building up of a shared project vision; creation of room for broad and reflexive learning processes. Based on these results it is argued that a broader and more strategic system approach should be adopted by companies. Companies should focus not only on the PSS solution and its value chain, but also on the contextual conditions that may favour or hinder the societal embedding of the PSS itself. The article concludes by outlining a key area for future research

Work Organisation and Innovation - Case Study: LHT, Germany

[Excerpt] Lufthansa Technik AG (LHT) provides aircraft-related technical services to a worldwide customer base comprising airlines, aircraft leasing companies, maintenance organisations, and operators of business and VIP aircrafts. Besides the maintenance, repair, and overhaul (MRO) services that form the organisation’s core business, activities also include development and production activities, as well as logistics

The challenges for sustainable skills development in the UK automotive supply sector: policy and implementation

Original paper can be found at: http://www.gerpisa.univ-evry.fr/rencontre/16.rencontre/GERPISAJune2008/home.htmlThe European Automotive industry is a key strategic player in the European Union with an estimated 10 million workers. The majority of these work in the supply chain (CLEPA 2005). As a major employer, the sector must work to maintain its competitive edge if it is to keep that workforce engaged.Final Accepted Versio