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Creating A Lean System Of Innovation: The Case Of Rockwell Collins

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  • JAYAKANTH SRINIVASAN

    (Mälardalen University and Massachusetts Institute of Technology, 77 Massachusetts Avenue, Room 41-205, Cambridge, MA 02139, USA)

Abstract

Lean Transformation and Innovation have both been touted as strategies that are essential to the long-term survival of organizations. The question of whether the two approaches can be used simultaneously remains unanswered. This paper is the first step at deriving a theory of lean systems of innovation that combines the notions of lean enterprise transformation with that of innovation. The descriptive understanding of Rockwell Collins developed in this paper, draws on publicly available material to support the identifications of the key elements of a strategic system of innovation. Our analysis highlights the successful use of technology scanning, internal R&D, and open innovation within the innovation system at Rockwell Collins. Furthermore, the existence of a shared value proposition, a strong organizational culture that recognized and rewarded innovation, and the requisite organizational infrastructure serve as key enablers to architecting a strategic system of innovation that is reflective of lean enterprise thinking.

Suggested Citation

  • Jayakanth Srinivasan, 2010. "Creating A Lean System Of Innovation: The Case Of Rockwell Collins," International Journal of Innovation Management (ijim), World Scientific Publishing Co. Pte. Ltd., vol. 14(03), pages 379-397.
    • Handle: RePEc:wsi:ijimxx:v:14:y:2010:i:03:n:s1363919610002696
    DOI: 10.1142/S1363919610002696
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    Cited by:

    1. Möldner, Alexander Kurt & Garza-Reyes, Jose Arturo & Kumar, Vikas, 2020. "Exploring lean manufacturing practices' influence on process innovation performance," Journal of Business Research, Elsevier, vol. 106(C), pages 233-249.

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