ABSTRACT
In this chapter, the authors focus on the other aspect of the innovation literature, which concerns the processes by which the innovations are created within companies — or, more broadly, within design systems. They deal with the concept of fractal innovation to define the nature of the innovative break-through of which the Kwid was the archetype. The authors specify when and under what conditions it emerged into the design process. They analyze the organizational dynamics deployed with regard to the overall organization of the design system. Fractal innovation also greatly differs from an improvement approach that is spread out, continuous, and incremental — popularly known by its Japanese name kaizen. The authors provide various episodes analyzed in the Kwid's development history to identify the three key ingredients that enable fractal innovation: concurrent engineering, intrusive management, and heavyweight project management. Creative ideas incubated in advance struggled to pass through regulated development and reach the market under competitive conditions.
