Both ambiguous and unambiguous risks have been identifiedfrom case studies. Here's what you can do about them.

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This paper investigates which risks characterise radical innovation projects. In-dept case studies were carried out via interviews and a questionnaire. The risk concept applied in this study includes three dimensions: certainty, controllability and impact. Three structural or unambiguous risks were found: New product performance according to specification, reliability of suppliers and new product adoption by consumers. The incidental or ambiguous risks that were found relate to: internal organisation and project management. These results can provide guidance for project teams and innovation managers regarding issues they must seek to tick off early and issues that continuously require team and management attention. Reference to this paper should be made as follows: Keizer, J.A. and Halman, J.I.M. (2009) 'Risks in major innovation projects, a multiple case study within a world's leading company in the fast moving consumer goods', Int. the implementation of risk management strategies within their innovation processes. Johannes I.M. Halman earned an MS in Construction Engineering from Delft University of Technology, an MBA (cum laude) from Rotterdam School of Management and a PhD in Technology Management from Eindhoven University of Technology in The Netherlands. He holds a chair in the area of of innovation management at the University of Twente. His research interests are in the field of Innovation Management with primary focus on program and project management, new product platform development and risk management. He has advised several international firms on the implementation of risk management and innovation management.