@article {1333,
	title = {Agile New Solution Development in Manufacturing Companies},
	journal = {Technology Innovation Management Review},
	volume = {10},
	year = {2020},
	month = {03/2020},
	pages = {16-24},
	publisher = {Talent First Network},
	chapter = {16},
	address = {Ottawa},
	abstract = {This conceptual paper proposes a new agile solution development model for technology and manufacturing companies. The flexible model consists of five key phases: 1) new idea screening, 2) idea nurturing, 3) conversion of ideas into "good enough" solutions, 4) solution productization, and 5) solution revamping. These phases are iterative by nature and follow partial stage model logic, hence combining elements of both the waterfall and agile methods. For technology and manufacturing companies, the new model presents a new way to consider ideas related to new product, service, process, and business model development. It is framed in contrast with older models that are typically product oriented, which potentially restrict companies in the ability to strategically renew themselves fast enough in turbulent product-service markets.},
	keywords = {agile development, innovation practices, new service development (NSD), Open innovation, servitization and digital servitization, solution business, solution development},
	issn = {1927-0321},
	author = {Tuomas Huikkola and Marko Kohtam{\"a}ki}
}
@article {1338,
	title = {Agile Product Development Practices for Coping with Learning Paradox in R\&D Offshore Units},
	journal = {Technology Innovation Management Review},
	volume = {10},
	year = {2020},
	month = {03/2020},
	pages = {70-78},
	publisher = {Talent First Network},
	chapter = {70},
	address = {Ottawa},
	abstract = {R\&D offshoring involves the relocation of in-house R\&D activities to subsidiary units located in other countries, often associated with low-cost engineering work, to meet global operational requirements. The main motivation behind R\&D offshoring by global technology companies is usually to utilize local resources, knowledge, and competencies provided by geographically dispersed subsidiaries in the most effective manner, which in most cases involves high expectations for project performance. However, offshore units often have their own local interests, such as developing their activities to compete with the company{\textquoteright}s other global R\&D units, by not only building their project performance, but also demonstrating learning and innovativeness. This causes a learning paradox in which the R\&D unit is expected to possess capabilities for innovation and learning, while at the same time demonstrating a high product development performance. This paper presents a qualitative case study that analyzes how R\&D managers in the offshore units of a global technology company can cope with conflicting tensions between learning and performance. The results present a variety of coping practices that are based on developing local innovation strategies, constant learning, and supporting local innovation culture. The results also underline the meaning of agile working models in facilitating local innovation activities.},
	keywords = {Agile R\&D, Learning paradox, R\&D offshoring},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1338},
	url = {timreview.ca/article/1338},
	author = {Janne Kuivalainen and Iivari Kunttu and Marko Kohtam{\"a}ki}
}
