1. Innovation Controlling
Controlling
1

2. 1.1 Innovation
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3. 1.2 Innovation + Controlling
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4. 1.2 Innovation + Controlling
Innovation
Innovation is generally
understood as the successful
introduction of a new
product or a new method.
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5. 1.2 Innovation + Controlling
Innovation
Innovation is generally
understood as the successful
introduction of a new
product or a new method.
Innovation Controlling | AnneCatherine Listmann, Felix Albus, Rafael Haymann 3

6. 1.2 Innovation + Controlling
Innovation Controlling
Innovation is generally Conception and control (in
understood as the successful the sense of coordinated
introduction of a new governing) of typical
product or a new method. business processes
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7. 1.3 Innovation Controlling
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8. 1.3 Innovation Controlling
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9. 2.1 Innovation management
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10. 2.1 Innovation management
idea idea idea idea
creation evaluation realization implementation
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11. 2.1 Innovation management
idea idea idea idea
creation evaluation realization implementation
Innovation controlling
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12. 2.1 Innovation management
idea idea idea idea
creation evaluation realization implementation
Innovation controlling
Goal: Fit between encouraging and monitoring
instruments.
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13. 2.2 Innovation management
innovation success
self control
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4

14. 2.2 Innovation management
innovation success
self control
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4

15. 2.2 Innovation management
innovation success
self control
equilibrium
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4

16. 2.2 Innovation management
motivation dominates
innovation success
self control
equilibrium
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4

17. 2.2 Innovation management
motivation dominates profitability dominates
innovation success
self control
equilibrium
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4

18. 2.3 Innovation management
»The system is that
there is no system.
That doesn‘t mean we
don‘t have process.
Apple is a very
disciplined company,
and we have great
processes. But that‘s
not what it‘s about.
Process makes you
more efficient.«
7

19. 3.1 Leica
analog instead of digital photography
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20. 3.2 Loewe
monitor tube instead of flat screen technology
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21. 3.3 Nintendo
motion control instead of better graphics
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22. 4.1 Innovation from the viewpoint of Controlling
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23. 4.1 Innovation from the viewpoint of Controlling
Innovations are…
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24. 4.1 Innovation from the viewpoint of Controlling
Innovations are…
• investments
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25. 4.2 Innovation from the viewpoint of Controlling
100
costs
75
50
25
0
idea R&D invention market release time
expentitures income
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26. 4.3 Innovation from the viewpoint of Controlling
Innovations are…
• investments
• intangible (originating from an idea not an physical investment)
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27. 4.3 Innovation from the viewpoint of Controlling
Innovations are…
• investments
• intangible (originating from an idea not an physical investment)
• reliant on long term strategic horizon allowing many setbacks,
failures and learning effects
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28. 4.3 Innovation from the viewpoint of Controlling
Innovations are…
• investments
• intangible (originating from an idea not an physical investment)
• reliant on long term strategic horizon allowing many setbacks,
failures and learning effects
• risky (extrapolation of new market segments)
Innovation Controlling | AnneCatherine Listmann, Felix Albus, Rafael Haymann 13

29. 4.3 Innovation from the viewpoint of Controlling
Innovations are…
• investments
• intangible (originating from an idea not an physical investment)
• reliant on long term strategic horizon allowing many setbacks,
failures and learning effects
• risky (extrapolation of new market segments)
• reliant on other company departments
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30. 4.4 Innovation from the viewpoint of Controlling
Innovation
Controlling
Managment
controlling object innovation current products
controlling area project group enterprise
controlling technological/ strategical/
economical economical
dimension
controlling data uncertain secure
controlling point
milestones deadline
of time
controlling periode
variable periodical
of time
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31. 4.5 Innovation from the viewpoint of Controlling
Innovation Innovation
Controlling
Managment Controlling
controlling object innovation current products innovation
controlling area project group enterprise project group
controlling technological/ strategical/
economical economical economical
dimension
insecure and
controlling data incertain secure
secure
controlling point milestones and
milestones deadline
of time deadlines
controlling periode variable and
variable periodical
of time periodical
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34. ?

36. MacBook mini

39. 5.1 Why Apple decided differently
If Apple would have expanded its portfolio to a low cost netbook, a new group of
consumers who are generally interested in Apple products but cannot afford them would
be addressed...
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40. 5.2 Why Apple decided differently
...but Apple‘s philosophy is to sell high quality products for a premium price.
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41. 6.1 Tools
measurement of operating
capacity for innovation business objectives
figures / innovation goals
leadership share of sales from new products RoI
business culture / incentives number of new products annualy market share
innovation team R&D costs revenues with new products
customer care time to market employment security
innovation value time to break even customer satisfaction
SOWT-Analysis number of new patents employee satisfaction
actual-situation target-situation
innovation pilot
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42. 6.2 Tools
checklist 1
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43. 6.3 Tools
checklist 2
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44. 6.4 Tools
Revenues Expenditures
1. realized (accumulated) revenues 3. realized (accumulated) expenditures
a) externally across the market (e.g. licensing) a) externally across the market (e.g. production equipment)
b) costs transferred to other processes b) costs transferred to other processes (e.g. salaries)
c) other revenues c) other expenditures (fees)
2. future revenues (predicted) 4. future expenditures (predicted)
Innovation success
5. Revenues (1+2) - Expenditures (1+2)
innovation yield calculation
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45. Case Study

46. What is Apple‘s next big innovation?
iTV iPlay
iNav iCam
Imagine you’re working in Apple’s Controlling department. The management wants
to extend the company‘s product portfolio. There are sufficiant capacities in R&D to
work on one of the ideas above. Find arguments for one of the potential products
based on the knowledge and the tools
you‘ve just heared of.