Creating, improving, and testingsolutions: LPRC’s Innovation Chain

1. Idea Generation and Mobilization Research

  • The LPRC Innovation Chain (IC) often starts by a member retailer or solution partner needing a new or improved crime or loss control treatment, or treatment package- initial work may be commenced in the LPRC/UF Innovation Labor indicated first innovation link.
  • New ideas are created during idea generation based on breaking down the causes of known problems or opportunities, and aligning specific solution mechanisms with causal mechanisms.
  • Mobilization occurs when the idea is moved to a different locationor link in the Innovation Chainlike a store, parking lot, office, distribution center, or other additional location(s).

2. Advocacy and Screening Research

  • Not all ideas are worth implementing. Advocacy and screening help evaluate an idea, and describe and measure its possible logical focus and mechanism(s) of action, as well as potential benefits and problems. From there, a decision can be made about an idea’s future.
  • Initial idea development and refinement is usually, but not always, done in the Innovation Lab, but then extends to the second innovation link i.e. a store, DC, Security Operations Center, or parking lot for example, and sometimes goes back and forth for refinement.

3. Research, Adjustment, and Experimentation

  • The research/experimentation stage tests a treatment or package in active stores and other venues to work out strengths and limitations. How does it work, how well, where and why does it work best, how does it affect offenders, employees and customers for example, and how should it be adjusted, are some of the field research questions in the second link of the IC.
  • Research/experimentation can remain continuous or in occur in spurts, as researchers, technicians, and practitioners reevaluate and shape an idea and deployment options.
  • Sometimes research/experimentation leads to new ideas and ways to use a solution due to information that is gathered duringsolution deployment, after seeing results and side effects, and other real-world factors.
  • Time and sample size are crucial in this process; researchers and involved practitioners must be given adequate locations or subjects, and time, to run the research/experiments. Solutions may take time to create the expected effect, and may spawn positive and negative side effects. As refinements and evaluations occur, they must be given enough time to reflect on the research/experiments, to try, fail, learn and adjust.
  • The LPRC Innovation chain also encourages the use of larger-scale randomized controlled trials (RCTs), especially more than one RCT, to rigorously field-test solutions in varying environments, as well as to generate ROI or cost-benefit metrics.
  • Some countermeasures are best-used as focused treatments for select locations and times.

4. Commercialization and AdoptionResearch (If indicated)

  • Commercialization aims to create market value for an idea by focusing on its potential impact. This step makes the idea appealing to the audience, such as by packaging an idea with other ideas, clarifying how and when the solution is best used, and using data, imagery, video, case studies, or prototypes from research to demonstrate benefits.
  • Special note: some life-safety solutions might be needed for ethical reasons, and may not always demonstrate a demonstrable financial return on investment for the end-user.
  • An important part of commercialization is establishing the specifications of any given solution. Empirically-derived benefits of the new innovation should be described and communicated for the target audience.
  • Commercialization is the stage of the innovation process when the focus shifts from development to persuasion. After the idea is clarified and a business plan is created, it will be ready for diffusion and implementation.

5. Diffusion and Implementation

  • Diffusion of the solution is the companywide acceptance of an innovative countermeasure, and implementation describes everything needed to use the innovation over time.

Citation: Desouza, K.C., Dombrowski, C., Awazu, Y., and Kim, J.Y. (2009) Crafting organizational Innovation processes, Innovation: Management, Policy & Practice,11, 1, 6-33.

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