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Abstract:
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The case described in this article is based on an innovation project at Ericsson Denmark. The
project has been called the home communication concept (HCC), and represents the response
of a major ICT manufacturer to the reshaping of the telecom market, paved by internet
technology. The project is described from its start in summer 1997 to the end of 2001. This is
a unique case study in more than one respect. The first author followed the project very
closely during his employment in a new business development department (BDD) at Ericsson
Denmark. Secondly, the study covers all phases and aspects, from inception to field trials.
Thirdly, it represents a radical innovation based on a disruptive technology (Internet
technology), which transcends the traditional business of the company in question. The paper
describes the entire project, and tries to present it within a framework capable of analysing
the actual events. In this respect, it not only demonstrates the classical dilemma of
management during disruptive technological development, but also illustrates the internal
problem of allowing a creative BDD to become 'sectarian’, i.e. blindly believing in itself and
suspicious of the rest of the world. Using the framework presented in this paper, several fundamental concerns regarding existing research are identified and discussed. In closing,
implications for research and management are addressed. |
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