Constellation, le dépôt institutionnel de l'Université du Québec à Chicoutimi

Résumé

At the macro and micro levels, governments, industries, and companies are constantly challenged by their stakeholders and customers to show relevance by adding a new value with innovative services, products, and solutions. The same stakeholders are simultaneously very demanding for the agile (Continuous and evolving) delivery of results with high impact. Both competing and often contradictory demands can be challenging to be met by organizations. Innovating new and unique value often requires a different set of skill and environment (Reflective, creative process with the need for a reasonable time to experiment) than those needed for delivering rapid projects (Time intensive and process-driven activity). This state of complexity is the main reason for the research study that is discussed in this doctorate thesis. Paradigm belief theory (Guba & Lincoln, 1994) and constructivism discipline were guiding this research work, assuming that there isn’t just one-way of the truth as it is relative and highly dependent to its context, opening the concept for interpretations. We used a blend of qualitative (Semi-structured Interviews, literature reviews) and quantitative (Multi-country and sector Survey) approaches in this research to increase the rigour of its findings, each methodology used works to complement and not compete with the other methods, in a way that it should help address some of the gaps and weaknesses, which can be found in each method if used independently. The consequence of using rigorous mixed qualitative and quantitative methods allowed for the findings of this research to be published (3 articles) in scientific double—blind reviewed international journals and conferences. A proposed conceptual framework to merge between some of the innovation and the project phases and activities, referred to here as “Pro-Innova” for short. We argue, validate and propose this new theoretical model that integrates the innovation and project management activities, using some aspects of the design thinking and the system dynamics loops with focus on the complementary and common aspects found in both areas to address the challenges, limitations and contradictions as well as the complexity each area (Innovation and Project) has on its own. the research reveals a new practical management system to breakdown the Pro-Innova conceptual model into more details (process, organization, roles and systems) to help the interaction between new product & project development. The management framework is therefore referred to as “Prod-Ject” for short. The proposed model (Pro-Innova) and while it has practical implications (Prod—Ject) and can be deployed within organizations in the public, private or social sectors, the model by analysis and design clearly follows the research perspectives that are more geared toward development in project management (Success, Business, Human, Contingency), which in one hand serves the research scope in the innovation project area. However, it doesn’t look at the other type of project perspectives that are merely focused on production (Optimization & Modelling). Pro-Innova conceptual model branches into Prod-Ject practical management system that offers project owners at the PMO unit a new way of conceptualizing and managing their projects when aiming at producing innovative products and solutions. It also provides inventors at the R&D or New Product Development units a new way of conceptualizing and managing their innovation cycle. Therefore, the model offers modern organizations an end-to-end conceptual model combined with a practical management system, which enables ideas to be actualized with high impact, in an effective and efficient manner. The integration of “Impact” in the Pro-Innova model and as part of the phases of the Prod-Ject management system is specifically aimed at forcing organizations to rethink the way they conduct their innovation projects, by moving from the short-term deliverable of outcomes into a longer term and sustainable socio-economic benefits. Therefore, redefining the success criteria for these exploratory organizational missions. Academically, there are limited attempts in studying the relationship between innovations and projects, which allowed for this research to unleash new theoretical and conceptual angles. Professionally, the two areas are often separated in a silo within organizations, putting modern leaders in a real paradox by either focusing their resources on one area (Creating innovative value) or the over (Delivering projects). The practical management system therefore attempts to bridge this gap and align internal organizational efforts for higher socioeconomic impact.