%0 Journal Article %J Technology Innovation Management Review %D 2019 %T How to Develop an Impactful Action Research Program: Insights and Lessons from a Case Study %A Victoria Lakiza %A Isabelle Deschamps %K action research %K guiding principles %K Innovation management %K research practice gap %K success factors %X Action research holds great potential for helping bridge the gap between research and practice. By working closely together, researchers and practitioners can develop tangible customized solutions based on research findings. It becomes possible to go beyond generic best practices that might need adaptation for successful implementation and use, or that may not apply at all in some contexts. In this article, the mechanisms through which action research can create the desired change and impact in both industry and academia are illustrated by describing the relevance and contribution of the main steps of a longitudinal action research program in a Canadian manufacturing company. The authors share four guiding principles and six success factors that were revealed intuitively in the course of this multi-year research program. Their hope is to contribute to a better understanding of how it is possible to develop an adaptive action research methodology to increase the potential for research relevance and organizational change. %B Technology Innovation Management Review %I Talent First Network %C Ottawa %V 9 %P 34-43 %8 05/2019 %G eng %U https://timreview.ca/article/1239 %N 5 %1 Polytechnique Montreal Victoria Lakiza is a senior consultant, facilitator, and coach committed to unlocking the potential of people and organizations. She is passionate about change management, organizational transformation, and building bridges between different fields and perspectives. Victoria has a Master’s degree in Industrial Engineering from Polytechnique Montreal in Canada. Her action research Master’s project allowed her to deepen her knowledge and understanding of organizational change dynamics and of the role of performance measurement in promoting culture change while trying to bridge the gap between research and practice. Victoria’s professional experience includes supporting a culture shift towards intrapreneurship, developing a complete performance measurement system, and managing an organizational restructuring and re-branding in an innovative engineering consulting company. Concurrently, she was co-leading a volunteer initiative aiming to accelerate sustainable innovations in organizations through the development of intrapreneurial leaders. %2 Polytechnique Montreal Isabelle Deschamps is a professional engineer, business manager, coach, and entrepreneur active in the areas of technology incubation, venture capital, intellectual property strategy, and hi-tech financing. In her 35-year career, she has been guiding innovation strategy and accompanying in both technological and organizational changes dozens of startups, SMEs, and R&D groups in information technologies, new materials, 3D print, cleantech, and medical devices. Isabelle is a recognized professor and researcher at HEC Montreal, ÉTS, and Polytechnique Montreal in Canada. She is a speaker and expert in technology entrepreneurship, innovation and product management, science and technology policy and ecosystems, and SME financing. Isabelle advises Canadian industrial clusters, R&D consortia, governmental agencies, and ecosystem members, such as the National Research Council Canada, Prima Quebec, Aero Montreal, and TechnoMontreal. She specializes in longitudinal and action research field studies, and she has published on the topics of technology implementation, innovation strategy and management, crisis management, open and collaborative innovation, industry research projects, and startup incubation. Isabelle is a metallurgist (Polytechnique Montreal) and holds an MBA (HEC Montreal) and a DBA (Harvard Business School) in Technology Management and Organizational Psychology. %R http://doi.org/10.22215/timreview/1239 %0 Journal Article %J Technology Innovation Management Review %D 2018 %T How to Develop Innovation KPIs in an Execution-Oriented Company %A Victoria Lakiza %A Isabelle Deschamps %X Numerous established companies look for ways to rejuvenate their innovation capabilities, as it is essential for their long-term survival. One way is through the development of key performance indicators (KPIs) to measure innovation success. However, the wrong performance measurement approach can hinder innovation efforts. This case study explores the steps and challenges associated with the development of innovation KPIs in an established execution-oriented manufacturing company. Three prerequisites are proposed for such a project in a similar context: 1) a minimal maturity level of innovation processes, 2) strategic alignment, and 3) commitment to innovation. It is also proposed that, in such an execution-oriented company, it might be more effective to start with KPIs that would encourage behaviours more favourable to innovation. Then, with stronger innovation capabilities, it will be easier to develop appropriate KPIs to measure the success of innovation endeavours. %B Technology Innovation Management Review %I Talent First Network %C Ottawa %V 8 %P 14-30 %8 07/2018 %G eng %U http://timreview.ca/article/1168 %N 7 %1 Polytechnique Montreal Victoria Lakiza is a consultant, facilitator and coach committed to unlocking the potential of people and organizations. She is passionate about change management and organizational transformation. Victoria’s Master’s degree in Industrial Engineering from Polytechnique Montreal allowed her to deepen her knowledge and understanding of organizational change dynamics and of the role of performance measurement in promoting culture change. Her professional experience includes supporting a culture shift towards intrapreneurship, developing a complete performance measurement system and managing an organizational restructuring and re-branding in an innovative engineering consulting company. Concurrently she was co-leading a volunteer initiative aiming to accelerate sustainable innovations in organizations through the development of intrapreneurial leaders. %2 Polytechnique Montreal Isabelle Deschamps is a Professional Engineer, Business Manager, Coach and Entrepreneur active in Tech Incubation, Venture Capital, Intellectual Property Strategy and Hi-Tech Financing. In her 35-year career, she has been involved with 100 start-ups, SMEs and R&D groups in Information Technologies, new materials, 3D print, CleanTech and Medical devices. Isabelle is a recognized professor and researcher (HEC Montreal, ÉTS and Polytechnique Montreal). She is a speaker and expert in technology entrepreneurship, innovation & product management, science and technology policy & ecosystems, and SME financing. Isabelle advises Canadian industrial clusters, R&D consortia, governmental agencies and ecosystem members, such as National Research Council Canada, Prima Quebec, Aero Montreal and TechnoMontreal. She specialized in longitudinal and action research field studies and has published on technology implementation, crisis management, open and collaborative innovation, and start-up incubation. Isabelle is a metallurgist (Polytechnique Montreal) and holds an MBA (HEC Montreal) and a DBA (Harvard Business School). %R http://doi.org/10.22215/timreview/1168 %0 Journal Article %J Technology Innovation Management Review %D 2013 %T University-SME Collaboration and Open Innovation: Intellectual-Property Management Tools and the Roles of Intermediaries %A Isabelle Deschamps %A Maria G. Macedo %A Christian Eve-Levesque %K intellectual property %K intermediaries %K IP management %K Open innovation %K technology transfer %K university-enterprise collaboration %K university-SME collaboration %X In 2009, the Conseil de la science et de la technologie du Québec (CST) made 13 recommendations to the Government of Quebec in order to shift innovative actors towards open-innovation practices adapted to the province's context: diversified economic sectors, a majority of small and medium-sized enterprises (SMEs), public universities, etc. Among these recommendations are: i) to set up flexible mechanisms to promote research collaboration between public-private sectors such as universities and SMEs, and ii) to optimize intermediation bodies’ contribution to establish open-innovation practices. Furthermore, the lack of adequate understanding and tools for the management of intellectual property (IP) was identified as a major inhibitor of open-innovation practices, to which actors should pay specific attention. In this article, we present results and recommendations from a field study focused on two groups of actors: i) companies involved in collaborative innovation and ii) intermediary agents enabling innovation and technology transfer. Our first goal was to shed some light on factors that facilitate open innovation through improved university-enterprise collaborations and, more importantly, that attempt to overcome the irritants related to IP management. Our second goal was to analyze the roles of diverse intermediaries in the fostering of successful collaborations between universities and SMEs. Our study yielded three findings: i) SMEs do not care about understanding and improving their capabilities about IP and are not equipped with adequate tools and best practices for managing IP and for managing the overall collaborative mechanisms in general; ii) this gap in preparation for open innovation is persistent, since even the intermediaries, whose role is to guide SMEs in university-enterprise collaborations, suffer themselves from the lack of appropriate IP transfer and sharing tools, and do not perceive the need to offer better support in this regard; and iii) overall, current IP-transfer and collaboration-management tools are not sophisticated enough to provide appropriate support for the implementation of open innovation, by which we mean more open and collaborative innovation in the context of university-enterprise collaborations. %B Technology Innovation Management Review %I Talent First Network %C Ottawa %V 3 %P 33-41 %8 03/2013 %G eng %U http://timreview.ca/article/668 %N 3 %1 École de technologie supérieure Isabelle Deschamps is Professor and founder of graduate programs in Innovation Management at École de technologie supérieure in Montreal, Canada. A professional engineer, she has been active for 30 years as a consultant, trainer, investor, and researcher in the fields of collaborative technological innovation. She has been advisor and manager in governmental agencies, incubators, transfer centres, and clusters in industries such as aluminum, environment, information technologies, nanotechnologies, and life science. Directly active for more than 15 years in the Quebec innovation ecosystem, she coached and financed startups and university spin-offs as Vice-President of Inno-centre, a technological incubator and as Partner of Capimont Technologies, a private venture capital group. Since 2007, she has been involved in fast-growing high-tech SMEs for the management of innovation and university-enterprise collaborations. She holds an MBA from HEC-Montréal and a DBA in Innovation Management from Harvard University. %2 École de technologie supérieure / SePSI-UQAM Maria Macedo is a Technology Transfer Officer at Service des partenariats et soutien à l'innovation (SePSI-UQAM), in Montreal, Canada, where she manages partnership research projects and university intellectual property. In this position, she creates a link between top university research and the unmet needs of industry, thereby providing the university's members with a real opportunity to gain any commercial benefits arising from their research. Maria has over 10 years of experience in innovation management and strategic planning. In recent years, she has conducted industry studies that identify the strengths, weaknesses, opportunities, and threats to the industry’s development and innovation. Maria completed her undergraduate studies at Universidad Nacional Autonoma de México (UNAM) in Food Chemistry and she holds an MSc and a PhD in Food Sciences from Laval University in Québec City as well as a MBA from HEC Montréal. She is finalizing an MSc in management of innovation at École de technologie supérieure in Montreal. %3 École de technologie supérieure Christian Eve-Levesque is a young professional who cumulates experience in product development, technology transfer, and production engineering in medical and robotic sectors. He holds a Bachelor of Mechanical Engineering and a Masters Degree in Innovation Management from École de technologie supérieure in Montreal, Canada. He is active in university-enterprise collaboration projects as well as in enterprise-enterprise collaboration projects. Christian also teaches business strategy for graduate programs in Innovation Management at École de technologie supérieure. %R http://doi.org/10.22215/timreview/668