The resources which must be managed for planning innovation include ideation, collaboration, implementation, and value creation (Weiss, Hoegl & Gibbert, 2013). Ideation requires the organization to focus on fresh and new talents or ideas which can make them stand out. With the increasing competition for resources, the organization must come out unique and differentiate to survive. Collaboration requires that there is teamwork in an organization to get things done. In a digital world that we live today, challenges are complex. As a result, is important to bring diverse opinions to the table to help break down complex ideas. Implementation ensures that the new ideas are put to use by engaging people, encouraging them to champion their ideas and ensuring that the new ideas are moving forward (Hunter, Cassidy & Ligon, 2012). Lastly, innovation is only useful when there is the value addition. Organizations should implement programs and ideas which adds value to the organization and stakeholders.
A mix of resources is different for product and process innovation in the sense that in product innovation, the resources are geared towards the change of product either through improvement of its performance or adding more features to the product (Fritsch & Meschede, 2001). In process innovation, the resources are geared towards improving the process involved in making the product. It involves implementing changes across the chains of activities. It also involves improvement in logistics, media planning, and production process.
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The newness creation refers to the introduction of a process or creation of a product for the first time. Process changes, on the other hand, refer to improving or making a significant contribution to an already existing service, process or product (Hunter, Cassidy & Ligon, 2012). In my view, newness creation is more difficult than process changes. While process changes would focus more on technology, newness creation builds an idea from nothing while taking into consideration the needs of the customers. Process changes can only happen if there is an idea on the table and if the idea is worth implementing.
References
Fritsch, M., & Meschede, M. (2001). Product innovation, process innovation, and size. Review of Industrial organization , 19 (3), 335-350.
Hunter, S. T., Cassidy, S. E., & Ligon, G. S. (2012). Planning for innovation: A process oriented perspective. In Handbook of organizational creativity (pp. 515-545).
Weiss, M., Hoegl, M., & Gibbert, M. (2013). The influence of material resources on innovation projects: the role of resource elasticity. R&D Management , 43 (2), 151-161.
