01898nas a2200193   4500008003900000022001400039245006900053210006800122260004200190300000800232490000600240520133600246653001601582653001501598653002801613653000901641100001801650856003601668       2012                          d  a1927-032100aManaging Innovation under Time Pressure: A Practical Perspective0 aManaging Innovation under Time Pressure A Practical Perspective  aOttawabTalent First Networkc08/2012  a5-90 v23 aThis article examines the effects of time pressure on innovation. Does time pressure stimulate or eliminate innovation or, in other words, should managers increase or reduce time pressures if they are trying to enhance innovation in their firms? Unfortunately, current research on the subject is ambivalent. To provide some clarity, this innovation management dilemma was examined in a fast-growing, medium-sized communication and IT consultancy (“First”), which claimed to be “highly innovative”. Detailed data on five projects was collected over an 18-month period using practice-based methods. Each project team was followed in real time via observation and interviews. The data was then analyzed by dividing project work into three phases: i) negotiating the project particulars with the client; ii) conducting project work; and iii) project evaluation. This detailed analysis revealed how time pressures eliminated innovation in First’s client-based project work and suggested three implications for the management of innovation. Firstly, managers should try to avoid imposing excessive time pressures on their project teams. Secondly, they should ensure that there is space between projects to enable reflection. Thirdly, managers should ensure that project debriefs occur and that they cover potential innovations.10aconsultancy10ainnovation10apractice-based approach10atime1 aWinsor, Blair  uhttp://timreview.ca/article/593