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Why The Resistance To Long-Term Innovation Management?

Author

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  • BILL HOLLINS

    (Westminster Business School, University of Westminster, 35 Marylebone Road, London NW1 5LS, UK)

Abstract

This paper describes some of the results of research undertaken in 1998 and 1999. The purpose of the research was to determine how innovative organisations plan their long-term products and services and the reasons why many do not. The focus of this paper is mainly on the latter and it will be shown that most of the objections to taking the long-term view are unfounded.The time-scale under consideration for this research was "the product generation after the product generation after next" — typically ten years for most organisations. It was found that very many senior executives in organisations were sceptical and resisted planning over such a time period. From the results obtained, it was possible to piece together a "system" for organising long-term products and services.The results were used in the development of the new British Standard BS 7000 Part 1Guide to Managing Innovationwhich was published at the end of 1999.

Suggested Citation

  • Bill Hollins, 2000. "Why The Resistance To Long-Term Innovation Management?," International Journal of Innovation Management (ijim), World Scientific Publishing Co. Pte. Ltd., vol. 4(02), pages 135-148.
    • Handle: RePEc:wsi:ijimxx:v:04:y:2000:i:02:n:s136391960000010x
    DOI: 10.1142/S136391960000010X
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