Integrating Innovation Management and Innovation Engineering: The Emergence of ‘Syinnem’ as a Holistic Concept

Today I searched on the Internet to see opinions about the difference between innovation management and innovation engineering. Surprisingly, I did not find something relevant (see below).

Thus, I decided to prepare this post to bring more light into this matter. Innovation is essential for businesses to stay competitive and meet evolving customer needs. However, generating innovative ideas and successfully bringing them to market is a complex process that requires a strategic and systematic approach. Two approaches to innovation that are gaining popularity are innovation engineering and innovation management. While both share the common goal of driving innovation within an organization, they differ in their focus and methodologies. Innovation engineering is primarily focused on the technical aspects of innovation, such as product design and development, while innovation management is focused on the strategic aspects of innovation, such as idea generation and portfolio management. In this context, it’s important for businesses to understand the differences between these approaches and how to effectively utilize them to drive innovation and achieve business success.

Definitions

Innovation management is the process of managing the innovation process within an organization. It involves identifying opportunities for innovation, generating new ideas, selecting the most promising ideas, developing and implementing those ideas, and monitoring and evaluating the results. Innovation management focuses on the organizational and managerial aspects of innovation, including strategy, leadership, culture, and processes.

Innovation engineering is the application of engineering principles and methodologies to the innovation process. It involves using tools and techniques from engineering disciplines, such as inventive design and engineering, creative engineering, systems engineering, design engineering, and software engineering, to create and develop innovative products, services, and processes. Innovation engineering focuses on the technical and scientific aspects of innovation, including research, design, prototyping, testing, and production.

Notes:

Synergizing Creativity and Strategy: The Merging of Innovation Engineering and Innovation Management

Innovation management and innovation engineering can merge in several ways to create a holistic and effective approach to innovation. Innovation management focuses on creating an environment and culture that fosters innovation, while innovation engineering focuses on applying a set of techniques and tools to generate and implement innovative ideas. By combining these two approaches, organizations can create a framework that encourages innovation and provides a systematic way to generate and implement creative ideas. I will coin this merging process with the word “Syinnem” (© Stelian Brad). The word was invented to be unique, and not in the main stream of combining “inno” with something else. “Syinnem” works for an engineering concept that combines innovation engineering with innovation management. The name has a modern and futuristic sound to it, and the combination of “synergy” and “innovation” suggests a focus on collaboration and innovation.

One way that innovation management and innovation engineering can merge is through the use of innovation labs or centers within your organization. These centers are designed to bring together teams from different disciplines, such as engineering, design, and business, to collaborate and develop innovative solutions to complex problems. Innovation labs provide an environment that fosters creativity and experimentation, while also providing the resources and tools needed to turn ideas into reality.

Another way that innovation management and innovation engineering can merge is through the use of agile methodologies. Agile methodologies, such as Scrum or Kanban, are designed to facilitate iterative and incremental development and encourage collaboration between different stakeholders. By using agile methodologies, organizations can create a flexible and adaptive framework for innovation that enables them to quickly respond to changes and opportunities in the market.

Innovating with Purpose: Essential Tools for “Syinnem”

Innovation is important, as we well know this. However, simply having creative ideas is not enough. Innovation engineering and innovation management work in tandem to bring ideas to fruition. If innovation engineering is focused on applying a systematic set of tools and techniques to generate and implement innovative ideas, innovation management is focused on creating an environment and culture that fosters innovation, as we already indicated some paragraphs above. To be successful, organizations must integrate these approaches and leverage the essential tools for innovation engineering and innovation management.

Tools used in innovation management:

• Brainstorming sessions to generate new ideas
• SWOT analysis to identify strengths, weaknesses, opportunities, and threats
• Innovation portfolio management to select the most promising ideas
• Stage-gate process to manage the innovation process
• Innovation metrics to measure success and identify areas for improvement
• Innovation management standards (e.g., ISO 56002, CEN/TS 16555)
• Customer feedback and surveys to gather insights and identify opportunities for innovation
• Product roadmaps to plan and prioritize the development of new features and products
• Agile development methodologies, such as Scrum, to enable iterative and collaborative development
• Innovation metrics to measure the success of innovation projects
• Project management tools, such as Jira or Asana, to manage the innovation process
• TRIZ (Theory of Inventive Problem Solving) to generate creative solutions to complex problems
• Six Thinking Hats to facilitate structured brainstorming sessions and explore multiple perspectives on a problem
• Innovation Games, such as Speed Boat or Buy a Feature, to engage stakeholders and prioritize innovation projects
• Idea management platforms, such as IdeaScale or Brightidea, to collect and evaluate ideas from a large group of contributors
• Design Sprint methodology, a structured process for prototyping and testing ideas in a short amount of time
• Open innovation platforms, such as NineSigma or InnoCentive, to access a global network of innovators and experts for idea generation and problem-solving
• Customer discovery tools, such as customer interviews or surveys, to understand user needs and preferences
• Innovation portfolio management tools, such as Aha! or Planview, to track and prioritize innovation projects
• Design thinking workshops, to facilitate creative problem-solving and generate user-centered solutions
• Collaborative ideation tools, such as Miro or Ideanote, to engage stakeholders and generate ideas

Tools used in innovation engineering:

• Design thinking to understand user needs and develop solutions
• Rapid prototyping to quickly test and refine product concepts
• Computational modeling and simulation to optimize designs and performance
• Agile software development methodologies to rapidly iterate and improve software products
• Lean manufacturing principles to streamline production processes and reduce waste
• Quality control tools, such as statistical process control, to ensure consistency and reliability of products
• Integrated Development Environments (IDEs), such as Eclipse or Visual Studio, to develop and test software products
• Code repositories, such as GitHub or Bitbucket, to manage and collaborate on code development
• Automated testing tools, such as Selenium or JUnit, to test software products at scale
• Continuous Integration/Continuous Deployment (CI/CD) pipelines to enable fast and reliable delivery of software products
• Design and wireframing tools, such as Sketch or Adobe XD, to design software interfaces and user experiences
• Design thinking methodologies to understand user needs and develop innovative solutions
• Value Proposition Design to create compelling value propositions for new products
• Lean Startup methodology to test and validate product concepts quickly and efficiently
• Pugh Matrix to evaluate and compare design alternatives based on multiple criteria
• Failure Mode and Effects Analysis (FMEA) to identify and mitigate potential failure modes in a product or process
• TRIZ (Theory of Inventive Problem Solving) to generate creative solutions to complex problems
• Design of experiments (Factorial experiments, Response surface methodology, Taguchi methods, etc.)
• AR, VR, and generative design, as well as various CAD (computer-aided design) software, such as SolidWorks or AutoCAD, to create and refine product designs
• Rapid prototyping tools, such as 3D printing or CNC machining, to quickly iterate and test product designs
• Design for Manufacturing (DFM) and Design for Assembly (DFA) tools, to optimize product design for efficient manufacturing and assembly
• Simulation and modeling tools, such as ANSYS or COMSOL, to simulate and test product performance under different conditions

Note: These are just examples, not the exhaustive set of tools.

“Syinnem”: A Guide  for Successful Innovation Management and Engineering

Innovation is nonlinear, complicated and complex. Nonlinearity refers to a system or phenomenon that does not follow a linear relationship or cannot be described by a simple mathematical equation. Nonlinear systems often exhibit complex behaviors that can be difficult to predict or understand. Complicated refers to a system or problem that is difficult to understand or analyze due to its intricate structure or numerous interrelated parts. Complicated systems can often be broken down into simpler components, and their behavior can be predicted by following a set of rules or procedures. While complicated systems may be challenging to work with, they are ultimately predictable and can be managed with the right tools and techniques. Complex systems refer to systems that are made up of many interconnected components that interact with each other in dynamic and often unpredictable ways. Complex systems can also exhibit emergent behaviors, meaning that the collective behavior of the system cannot be explained by the behavior of individual components alone. Nonlinear systems are often complex, and complex systems can exhibit nonlinear behaviors. Complex systems are not only difficult to understand, but they are also inherently unpredictable, with emergent behaviors that cannot be easily explained or predicted. Complex systems require a different set of tools and methods than complicated systems to manage and understand them effectively.

Why innovation is nonlinear? Innovation can exhibit nonlinear behavior in several ways. For example, the relationship between the number of resources invested in innovation and the resulting output may not follow a linear pattern. In other words, doubling the number of resources allocated to innovation may not result in a doubling of innovation output. Similarly, the adoption of new innovative technologies or ideas may not follow a linear pattern over time. Instead, there may be sudden jumps or bursts of adoption, followed by periods of slower or stagnant adoption. This is known as a nonlinear adoption curve. Innovation can also be nonlinear in terms of the complexity of the systems or technologies involved. As innovations become more complex, their behavior may become less predictable and more difficult to manage. This is particularly true in the case of disruptive innovations that upend existing systems or create entirely new ones. These types of innovations can have nonlinear impacts on markets, economies, and society as a whole.

Why innovation is complicated? Innovation can be complicated for several reasons. Firstly, innovation often involves multiple stakeholders with different goals, priorities, and perspectives. These stakeholders may include customers, suppliers, employees, investors, regulators, and others. Coordinating the efforts of these stakeholders and aligning their interests can be a challenging task. Secondly, innovation often involves working with new or emerging technologies, which can be inherently unpredictable and difficult to manage. These technologies may not have established standards or best practices, which can make it difficult to develop reliable and effective solutions. Thirdly, innovation often requires experimentation, which involves taking risks and learning from failure. This requires a culture of openness, experimentation, and learning, which can be difficult to cultivate in organizations that are risk-averse or have a rigid structure. Finally, innovation often involves navigating complex legal, regulatory, and ethical frameworks. This can involve dealing with intellectual property rights, data privacy, safety regulations, and other legal and ethical issues that can be difficult to navigate. All of these factors can make innovation a complicated and challenging process that requires a multidisciplinary approach and a deep understanding of the complex systems and processes involved.

Why innovation is complex? Innovation is complex because it often involves the creation of new and previously unknown solutions to problems, which can be difficult to predict or understand. This requires a high degree of creativity, experimentation, and adaptability to deal with the unpredictable and rapidly changing nature of innovation. In addition, innovation often involves working with complex systems, such as technology platforms, supply chains, and regulatory frameworks. These systems can be difficult to understand and navigate, and they can have unexpected consequences that can impact the success of an innovation. Moreover, innovation is a complex social and organizational process that involves many different stakeholders with different goals, perspectives, and incentives. This can make it difficult to coordinate and align the efforts of these stakeholders toward a common goal. Finally, innovation is a complex process because it involves balancing conflicting objectives such as risk-taking and failure tolerance, on the one hand, and efficiency and cost-effectiveness, on the other. This requires a nuanced and flexible approach that can adapt to changing circumstances and trade-offs. All of these factors contribute to the complexity of innovation and require a holistic and interdisciplinary approach that can take into account the many different factors involved in successful innovation.

So, how can we tackle a process which is nonlinear, complicated, and complex? This is where “Syinnem” comes in – as a guide for successful innovation management and engineering. “Innovent” provides essential tools and techniques used in innovation engineering and management, from needs analysis to decision-making. “Syinnem” (© Stelian Brad) proposes the following steps:

• Needs Analysis: Identify customer needs and market trends through methods such as market research, focus groups, surveys, and customer feedback.
• Interface: Outputs from needs analysis are used in ideation and concept development to generate ideas and refine them into tangible concepts. The insights gained from customer feedback and market research can also inform business model innovation and intellectual property management. It also provides inputs to TRIZ, design thinking, and value engineering. Customer needs and market insights are used in ideation and concept development to generate ideas and refine them into tangible concepts. Prioritization of needs can inform decision-making and resource allocation for innovation projects. Market insights can also inform business model innovation and intellectual property management. Identified customer needs can provide inputs to TRIZ, design thinking, and value engineering.
• TRIZ: Use TRIZ and other structured innovation tools to help identify solutions to problems by using patterns of inventive solutions found across different industries.
• Interface:  Outputs of TRIZ are inputs to concept development and prototyping. Concept development is the process of refining and developing ideas into tangible concepts, such as concept testing, prototyping, and scenario planning. By utilizing the potential solutions and ideas generated by TRIZ, the concept development process can be more effective in developing viable concepts. Prototyping, on the other hand, involves creating a physical or digital model of the product or process to test and evaluate its functionality and design. The potential solutions and ideas generated by TRIZ can also inform the prototyping process by providing new insights and directions for the prototype design. The iterative feedback loop between TRIZ, concept development, and prototyping is an essential aspect of innovation engineering, which aims to optimize the innovation process and develop more effective solutions.
• Design Thinking: Adopt a human-centered approach to problem-solving that focuses on empathy, ideation, prototyping, and testing.
• Interface: The outputs of design thinking, such as user personas, customer journey maps, and design prototypes, provide valuable inputs to concept development and prototyping. In concept development, the insights gained from design thinking can help refine and develop ideas into tangible concepts that better meet the needs and preferences of the target user group. User feedback and insights from prototyping and testing can also be incorporated back into the design thinking process to refine and improve the solution. In prototyping, the design thinking process provides a framework for rapid iteration and testing of design concepts. The prototypes developed through design thinking can be tested and refined through user feedback, which can inform further concept development and refinement. The insights gained from prototyping can also inform the development of design specifications and requirements for the final product.
• Ideation: Use techniques such as brainstorming, mind mapping, and lateral thinking to generate and develop new ideas.
• Interface: The outputs of ideation are fed into concept development for further refinement, and into business model innovation to explore new revenue streams and business opportunities. Ideation involves generating and developing new ideas, which can be fed into concept development for further refinement. The concepts can then be prototyped and tested to evaluate their feasibility and potential for success. In addition, the outputs of ideation can also inform business model innovation by exploring new revenue streams and business opportunities based on the newly generated ideas. The business model canvas can be used to analyze and refine the business model, incorporating the new ideas generated during ideation. This can lead to new business models or modifications to existing ones to better fit the needs and wants of customers, as identified during the needs analysis phase. By incorporating customer feedback and market research insights, the business model can be optimized to maximize value creation and capture.
  
• Value Engineering: Optimize the value of a product or process by analyzing the functions and cost of each component.
• Interface: Value engineering provides inputs to concept development and prototyping. During concept development, the insights gained from value engineering can inform the development and refinement of tangible concepts that optimize the value of the product or process. For example, if value engineering identifies certain components that are more costly than their function justifies, those components can be re-evaluated during concept development to explore alternative, more cost-effective options. Similarly, during prototyping, the insights gained from value engineering can inform the design and construction of prototypes that optimize the value of the product or process. For example, if value engineering identifies certain components that can be re-designed to reduce costs without sacrificing function, those design changes can be implemented in the prototype to test their feasibility and effectiveness.
• Concept Development and Prototyping: Refine and develop ideas into tangible concepts through methods such as concept testing, prototyping, and scenario planning.
• Interface: The outputs of concept development can be used to inform intellectual property management, as well as project management and risk analysis. It also provides inputs to business model innovation and intellectual property management. The concepts and prototypes can inform intellectual property management by helping to identify potential patentable ideas and designs, as well as providing evidence of prior art that can be used to defend against infringement claims. The outputs of concept development can inform project management by providing a clear vision of the end product and the requirements for its development. This can help project managers to plan and execute projects more effectively, ensuring that resources are allocated appropriately and timelines are met. The outputs of concept development can also inform risk analysis by helping to identify potential risks associated with the development and implementation of the concept. By identifying potential risks early on, risk mitigation strategies can be developed and implemented to minimize the impact of these risks. Also, the outputs of concept development provide inputs to business model innovation by exploring new revenue streams and business opportunities based on the new concepts and prototypes developed. This can lead to the development of new products or services, new markets, and new business models that can drive growth and create new value for the organization. Concept development and prototyping provides inputs in six sigma and lean manufacturing, too. Concept development and prototyping also provides inputs in modeling and simulation.
• Six Sigma: Use a data-driven approach to quality control that aims to reduce defects and variability in a process.
• Interface: Six Sigma provides inputs to concept development and prototyping. By using Six Sigma, innovation teams can ensure that their concepts are developed and tested in a way that minimizes the likelihood of defects and errors. Additionally, the insights gained from Six Sigma analysis can inform the development of more efficient and effective prototypes.
  
• Lean Manufacturing: Eliminate waste and improve efficiency in a process by focusing on continuous improvement.
• Interface: Lean manufacturing provides inputs to concept development and prototyping. Lean manufacturing provides inputs to concept development and prototyping in several ways. By analyzing the value stream and identifying waste, lean manufacturing can help identify opportunities for improvement in the design and development process. This can lead to more efficient and effective concept development and prototyping. In addition, the principles of continuous improvement and respect for people emphasized in lean manufacturing can inform the development of a culture of innovation within an organization. This can lead to a more collaborative and creative environment that is better suited to generating and refining new ideas. Also, lean manufacturing techniques such as standardized work, visual management, and mistake-proofing can be applied to the concept development and prototyping process to reduce errors and variability and to ensure that the resulting product meets customer needs and expectations.
• Business Model Innovation: Develop new business models or modify existing ones using tools such as the Business Model Canvas and Value Proposition Design.
• Interface: The outputs of business model innovation can inform project management, risk analysis, and decision-making. Business model innovation also provides inputs to agile development and intellectual property management. Business model innovation can provide several outputs that can inform other steps in the innovation process. For example: (a) project management: the outputs of business model innovation can inform project planning, execution, and monitoring. For instance, if the business model innovation involves developing a new product or service, project managers can use this information to allocate resources and plan timelines accordingly; (b) risk analysis: business model innovation can also affect the risks associated with an innovation project. For example, if a new business model involves entering a new market, risk analysts may need to reassess the risks associated with that market and develop mitigation strategies; (c) decision-making: the outputs of business model innovation can help decision-makers evaluate different innovation strategies and choose the most promising ones. For example, if a new business model presents a significant opportunity for revenue growth, decision-makers may prioritize projects that align with that model; (d) agile development: business model innovation can provide inputs to agile development by shaping the goals and priorities of the development team. For example, if a new business model requires a faster time-to-market for new products, agile development may be the most effective approach to achieve that goal; (e) intellectual property management: business model innovation can also affect how intellectual property is managed and protected. For example, if a new business model involves licensing intellectual property to other companies, intellectual property managers may need to develop new licensing agreements and strategies to protect the company’s intellectual property rights.
• Agile Development: Use an iterative, flexible, and collaborative approach to project management to develop products.
• Interface: The outputs from project management can inform decision-making and risk analysis, and the outputs of project management can inform intellectual property management and business model innovation. The outputs from project management, such as project timelines, progress reports, and resource allocation, can inform decision-making and risk analysis by providing a clear understanding of project status and potential roadblocks. This information can be used to make informed decisions and mitigate risks associated with the project. Furthermore, the outputs of project management, such as the successful completion of project milestones and delivery of the final product, can inform intellectual property management by identifying potentially patentable technologies and protecting them through patents, trademarks, and copyrights. Additionally, the knowledge and insights gained from the project can inform business model innovation by identifying new revenue streams and opportunities for growth.
• Intellectual Property Management: Manage and protect intellectual property using tools such as patents, trademarks, and copyrights.
• Interface: The outputs of intellectual property management can inform decision-making and risk analysis. Intellectual property management also provides inputs to patent analysis. Intellectual property management involves the identification, protection, and exploitation of intellectual property assets such as patents, trademarks, copyrights, and trade secrets. The outputs of intellectual property management can inform decision-making and risk analysis by providing insights into the value of the company’s intellectual property assets, potential risks of infringement, and opportunities for licensing or monetization. Intellectual property management also provides inputs to patent analysis, which involves the assessment and analysis of the patent landscape to inform innovation strategies and avoid infringement. The insights gained from the patent analysis can inform decision-making regarding potential areas of innovation and investment, as well as risk analysis regarding potential infringement of existing patents.
• Modeling and Simulation: Use simulation and modeling tools to optimize performance and reduce risk.
• Interface: Modeling and simulation provide inputs to many other steps such as ideation, TRIZ, concept development, value engineering, risk analysis, decision-making, and patent analysis. In more details this means: (a) modeling and simulation could be used to generate new ideas by exploring and testing different design possibilities and configurations; (b) modeling and simulation could help refine and develop concepts by simulating their performance and behavior in different scenarios and environments, which could inform further design changes and improvements; (c) modeling and simulation could be used to analyze the performance and cost of different components and processes, which could inform value engineering decisions and optimizations; (d) modeling and simulation could help identify and assess potential risks associated with a product or process by simulating its behavior and performance under different conditions and scenarios; (e) modeling and simulation could provide data and insights to inform decision-making by simulating the performance, behavior, and cost of different design and process options; (f) modeling and simulation could be used to analyze and assess patent landscapes by simulating the performance and behavior of existing patents and identifying areas where innovation could be pursued without infringing on existing patents.
• Risk Analysis: Identify, assess, and mitigate risks associated with innovation projects using techniques such as SWOT analysis and risk management software.
• Interface: The outputs of risk analysis can inform decision-making, project management, and intellectual property management. In principle, risk analysis provides inputs to all steps in the flow. Risk analysis is a critical part of the innovation process, as it helps identify potential roadblocks and uncertainties in the development and implementation of new ideas. The outputs of risk analysis, which can include risk assessment reports, risk management plans, and risk mitigation strategies, can inform decision-making by providing insights into the potential risks and rewards associated with a particular innovation project. These insights can help stakeholders make informed decisions about whether to proceed with a project, how to allocate resources, and how to prioritize tasks. Additionally, the outputs of risk analysis can inform project management by helping project managers identify potential risks and develop strategies to mitigate those risks. Risk analysis can also inform project management by identifying potential project delays, cost overruns, and resource constraints. By anticipating and mitigating risks, project managers can minimize the negative impact of unforeseen events and ensure that the project stays on track. Intellectual property management can also benefit from the outputs of risk analysis, as it can help identify potential legal and regulatory risks associated with the development and commercialization of new products or services. Risk analysis can inform intellectual property management by identifying potential infringement risks and opportunities to protect intellectual property. For example, by conducting a patent landscape analysis, companies can identify potential infringement risks and make informed decisions about whether to seek patent protection for their own innovations. Risk analysis can actually provide inputs to all steps in the flow. For example, the results of risk analysis can inform the ideation and concept development processes by helping innovators identify potential challenges or obstacles that need to be overcome. Risk analysis can also provide inputs to TRIZ, design thinking, value engineering, and other methodologies by identifying potential risks and constraints that need to be overpassed.
• Decision Making: Make informed decisions about innovation projects using methods such as decision trees, cost-benefit analysis, and multi-criteria decision analysis.
• Interface: Inputs from all the previous steps are used to make informed decisions about innovation projects, which can then inform further needs analysis and ideation. Decision-making can also inform risk analysis, project management, and intellectual property management. In principles, decision-making provides inputs to all steps in the flow.
  
• Patent Analysis: Analyze and assess the patent landscape to inform innovation strategies and avoid infringement.
• Interface: Patent analysis provides inputs to business model innovation and concept development and prototyping. Patent analysis is a crucial step in innovation management as it involves analyzing and assessing the patent landscape to inform innovation strategies and avoid infringement. The output of patent analysis can provide insights into the patent landscape, potential infringement risks, and the potential for patentability of a new product or technology. These insights can be used as inputs in business model innovation to explore new revenue streams and business opportunities, as well as in concept development and prototyping to refine the product or technology and avoid infringement. For example, the patent analysis may reveal potential areas for improvement or gaps in existing patents that could be exploited to develop a new product or technology. By identifying these opportunities, concept development, and prototyping can be better focused, potentially leading to more effective and efficient development processes. Additionally, patent analysis can inform the intellectual property management strategy, helping to ensure that any new products or technologies are protected from infringement and that the organization is well-positioned to capitalize on its intellectual property assets.
• Open Innovation: Collaborate with external partners and stakeholders to develop and implement innovative ideas using approaches such as crowdsourcing, co-creation, and open innovation platforms.
• Interface: Open innovation can be used at any point in the process to collaborate with external partners and stakeholders, and can inform all the other steps. Inputs and outputs from open innovation can inform all the other steps in the flow. In principle, open innovation provides inputs to all steps in the flow, particularly concept development and prototyping and business model innovation. Open innovation is a valuable approach to help organizations source ideas, knowledge, and resources from external partners, including customers, suppliers, competitors, and other stakeholders. It can provide inputs to all the other steps in the flow, particularly concept development, and prototyping, and business model innovation. Open innovation can help in ideation by providing a platform for collaboration with external stakeholders to generate new and innovative ideas. The insights gained from open innovation can also be used in needs analysis to better understand customer needs and preferences. Open innovation can also provide inputs to TRIZ and design thinking to help identify new solutions to customer needs. In the concept development and prototyping stage, open innovation can provide inputs from external stakeholders on how to refine and develop concepts, as well as provide resources and expertise to help prototype and test new ideas. This collaboration can help to accelerate the development and testing process. Open innovation can also inform business model innovation by providing insights into new revenue streams, business opportunities, and potential partnerships with external stakeholders. It can also help in the development of strategic alliances and joint ventures.

Below you can see the flow diagram of the Syinnem model of innovation.

The flow diagram visualizes in a very convincing way the nonlinearity, complicatedness and to some extend the complexity of the innovation process. The Syinnem concept illustrates that innovation cannot be limited to simple tools, as many consultants try to induce, especially in the innovation camps and hackathons.

Note:

Hackathons can be valuable opportunities to gain experience, build connections, and showcase your skills. However, there are risks involved, therefore you need to take steps to protect your intellectual property and minimize these risks and maximize the benefits of participating in hackathons. It’s important to read and understand the terms and conditions of any hackathon before participating. Make sure you know who owns the intellectual property rights to any ideas or creations developed during the event, and whether you retain any ownership or licensing rights. Some hackathons provide participants with protections for their intellectual property, such as confidentiality agreements or agreements to assign intellectual property rights to the participant. If these agreements are not in place, it may be worth negotiating for them with the organizers before participating. Another strategy is to carefully document your work during the hackathon, including notes, sketches, and code snippets. This can help establish a clear record of your contributions and help you prove ownership or authorship of any ideas or creations that you develop.

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Credits: Stelian Brad