As confirmed by Sebastian Vogl, innovation management expert at TMG, in an article produced jointly with Professors Ronald Gleich, EBS University of Economics and Law, and Andreas Wald of the European Business School, Paris, incremental innovations and imitations can be just as successful as radical new products introduced quickly to the market. This was clearly shown by a study involving around 200 German mechanical engineering companies. According to the findings of the authors, the decisive factor in innovation management success is above all ensuring "that a company succeeds in varying its innovation management activities in line with the specific characteristics of its business environment and establishing and maintaining a consistent balance between the innovation context, innovation strategy and the organization of its innovation management," says Vogl.
Individual demands for the most radical, rapidly-introduced innovations were rejected by the innovation management experts. In fact it is true to say that the more radical and rapidly-introduced a new product has to be, the more uncertain and complex the environment in which the company operates is. There is no "one best way" in innovation management: "Anyone who wishes to succeed in innovation management first has to analyze the context specific to their company. Only then does it make sense to formulate the innovation strategy and assess what resources and skills are needed to implement it, and what financial resources have to be made available."