Coursera Science, Technology, and Society in China I: Basic Concepts Conducted by The Hong Kong University of Science and

Technology Peer Review Assignment 2 Written by: Lim Han Yang

The linear model of innovation is a model that suggests that technological changes and improves happens in a linear fashion, from conception to commercialization. It is best exemplified by the following diagram.

As you can see above, from Basic Research all the way to the marketplace, the concept of technological improvement is a one way street that is unable to, if further ideas or improvements are stumbled upon in the midst of any process other than basic research, literally go back to the drawing board or the basic research section to be further refined upon. This is a major weakness of this model as, while it allows for a focused effort towards the task at hand, neglects the potential of better ideas found along the way for the end goal of commercialization. Facing this problem, I have devised an alternative model to the linear model of innovation in a bid to solve the flaw in the existing model. Please see the diagram below.

As seen in the diagram, I have added a further research step along the way called Recalibration. This process occurs when a potentially better idea or modification to existing technological design is stumbled upon at any point of the innovation process except for basic research where such processes are already supposed to be happening. Recalibration is as intentionally vague as it is precise, to offer those who employ this model the greatest flexibility in shaping how they want the research process to go. It is defined by a reassessment of the existing idea with reference to the new idea or improvement presented. It goes one step further by including any and all attempts to compare and/or synthesize the new idea with the existing one. When the Recalibration of the innovation is completed, directors of the innovation process are free to reinsert themselves into any point of the existing linear model of innovation to proceed along the relevant steps towards commercialization until yet another new idea or improvement is found. Such a process continues ad infinitum until the idea or improvement is perfected and ready for the marketplace. Even then, when further ideas can found in the process of commercialization, those who employ my model will be able to once again recalibrate their existing ideas and reinsert themselves into any point of the model they deem fit. While my model offers a better alternative to the linear model first presented in theory, I foresee that there may be further complications when employing my model in practice. Operationally, my model relies heavily on the discretion of those in power to direct the innovation process. Conceptually it overcomes the flaws of the linear model of innovation by giving one unparalleled freedom in conducting the innovation process via the inserted process of Recalibration. But it remains a difficulty in deciding who gets to be the one to decide when a new idea must be considered and ignored.

As innovation today tends to be a team-oriented process, unproductive friction may occur when those conducting and those directing the innovation process clash over when and how ideas should be recalibrated or not. These are often people with extremely different interests. For example, management who often is given the power to direct the innovation process is first and foremost profitoriented while those in the research & development department may put a higher priority on conducting as thorough research as they can. Ultimately, these shortcomings can be negated when the team operates as one with the singular goal of perfecting their innovative idea or design. In this scenario, using my model will definitely help those interested in improving their product or service.