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Books > Business & Economics > Business & management > Management & management techniques > Project management
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The Innovation Odyssey - Lessons from an Impossible Project (Paperback)
Loot Price: R1,294
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The Innovation Odyssey - Lessons from an Impossible Project (Paperback)
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The Spring Electric is a lower priced electrical vehicle from The
Renault Group. It is the result of an impossible project that was a
breakthrough in cultural innovation. The development of the Spring
brought together a French company, a Japanese partner, an Indian
project, and a Chinese developer to deliver a car for the European
market. The Innovation Odyssey: Lessons from an Impossible Project
examines four key issues central to this vehicle's development: The
nature of the automotive industry itself and the actors involved in
these "societal" innovations. The movement toward the
electrification of vehicles is inseparable from public policies
aimed at reducing carbon emissions. Without substantial subsidies
or rigorous bans on internal combustion engine vehicles (ICEVs),
the electric vehicle (EV) would not be developed. It is these
public policies that create the conditions for an electrified
vehicle market. Electrification is thus a three-way game, in which
public actors play a central role alongside suppliers and
customers. Therefore, an analysis of these policies is essential to
understand manufacturers' strategies in this area. What are the
differences between these policies? Do they introduce regional
competitive advantages? How do firms in the globalized automotive
sector adapt to or take advantage of these differences? How can
they combine local adaptation. Product strategy. To what extent
should this technological breakthrough at the heart of the car be
associated with a more profound break in the definition of the
automobile product? Is the answer an electrification of the
dominant ICEV design (and if so, how?) or a complete redefinition
of the vehicle? International cooperation. Automotive design is
largely concentrated in the technical centers of the parent
companies: Detroit, Guyancourt, Wolfsburg, Yokohama. How can the
design processes and the European and Chinese skills and know-how
be combined in a project designed far from the traditional European
or Japanese bases and under time constraints? Can this original
form of design inspire new forms of international cooperation, and
under what conditions? Globalized innovation strategies. For
multinational groups such as car manufacturers, competitive
advantage depends on their ability not only to invent relevant
products that find customers in local markets, but also to deploy
them rapidly at the global level, harnessing economies of scale
that a startup, however innovative, cannot achieve. How then to
combine local adaptation of innovations with effective global
deployment?
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