Towards risk-aware roadmapping: Influencing factors and practical measures

Reconceptualizing Design Risk Management as a Learning Strategy

“…Part of the challenge is how to apply the 'right' risk management and the risk of missing valuable innovation opportunities is very often overlooked in practice. (Ilevbare et al, 2014). The innovation process is often assumed to be well defined, such 'a stage gate'.…”

“…(den Ouden, 2012;Dodgson, 2013). Risk management can contribute to innovation management by assisting in identifications of the critical sources of uncertainties or key risks, such as requirements, execution and technical feasibility (Ilevbare et al, 2014 …”

“…Risk management is not a very well acknowledged part of innovation management, and most risk management initiatives are linked to the later stages of innovation (Chapman and Ward, 1996;Goffin and Mitchell, 2005;Ilevbare et al, 2014). A common approach to reduce risk and uncertainties in innovation projects is to not address all the issues of risk and uncertainties concurrently.…”

Can Design Thinking Mitigate Critical Strategy Implementation Risks?

“…In literature, we find generic implementation challenges, but less about tailoring the implementation to a particular strategy (Hrebiniak, 2013;Hitt et al, 2017). The literature on strategy implementation currently misses, to our best knowledge, a thorough framework of implementation risks (Noy and Ellis, 2003;Wickham, 2008;Ilevbare et al, 2014). The following sub-sections elaborate the key risks in strategy implementation from a theoretical point of view and incorporates the perspective of practitioners with a series of explorative interviews.…”

“…Therefore, there may be difference between the formulation of the strategy and what is realized in practice (Mintzberg and Waters, 1985), and the intended strategy may not be the one that emergences during implementation. Some key uncertainties cannot be identified upfront (Ilevbare et al, 2014), but will first become clear during the strategy execution. Strategy formulation and implementation are equally important, and the CEO needs to give equally attention to both (Brightline, 2017).…”