s of this practice are: Emphasizes the coordination between product innovation and process innovation. Integrates technological innovation with non-tech innovation (process, employee growth, etc.). Advocates interaction between technological innovation with core competency. Works to get a balance between radical and incremental innovation. Technology Management Middle 1990s Core competency-based Portfolio innovation 1990s Innovations Portfolio 1980s Technological Innovation Portfolio 1970s Product Innvation Portfolio Figure 12.6 Evolution of portfolio innovation management. Reproduced with permission from Gang et al. C 2003 IEEE [14] 12.5.1.3 Stage 3: Total Innovation Management (TIM) TIM is systematic and involves innovation in all functional areas and elements. It also includes organi- zational, cultural, institutional, process, and SO on, elements. Another important element is that it covers the space-time dimension, emphasizing continuous innovation in every department, by everybody (all as innovators), and at all times. 2 The goal is to build an ecosystem where innovation can be effectively managed and prosper [14]. 12.5.2 Innovation Management Process Model Innovation is hard to measure and demands close coordination between the various departments of an organization. During the last century, various models came to the fore to handle the four domains of innovation. These domains as highlighted by [13] are top-line (new products and services, and SO on.), mid-line (process and productivity improvement, and SO on.), knowledge (patents, and SO on.) and leadership (strategy, corporate culture, and SO on.). An important point to note is that in many roll-outs of a major innovation, all four domains of innovation could be involved. For example, when a new product is being launched, new processes may be put into place, new knowledge of customer segmentation may be created, and a new business model to make it all work together successfully. In recent years, based on the theory of portfolio innovation management, th