GInI defines "Technology Innovation" in theCInP Handbookas an innovation driven by the application of a new technology to enhance value or customer experience. The key is the use of the technology, not just its features (A), promotion (B), or development (C). Option A, "adding new features," might result from technology but isn't the defining act. Option B, "hyping," is marketing, not innovation. Option C, "initiating R&D," is a precursor, not the innovation itself. D, "using a new technology," matches GInI's focus on practical application as the source of value, confirming the original answer. The question's phrasing reinforces this by specifying "as a direct consequence." Reference:GInICInP Handbook, Section on Types of Innovation.

GInI'sCInP Handbookdefines innovation as "doing something in a new or novel way that delivers more value and/or better experiences" to customers and markets-focusing on outcomes (value, experience) over means.
This broad definition encompasses product, process, or business model innovations, prioritizing customer benefit. "Better branding/advertising" (A) is marketing, not innovation itself. "Lower prices/easier access" (C) may result but isn't the definition. "Newer technology/more features" (D) is a method, not the end. Option B matches GInI's exact wording, aligning with the original answer, reflecting a customer-centric, outcome- focused ethos-a GInI bedrock principle shaping its innovation taxonomy.
Reference:GInICInP Handbook, Section on Definition of Innovation.

GInI'sCInP Handbookoutlines the role of an Innovation Manager as a Project Leader who oversees multiple innovation efforts, typically organized within a "portfolio of projects." This portfolio approach allows the manager to prioritize, resource, and drive focused work across various initiatives, balancing risk and reward.
Option A, "secret skunkworks projects," refers to secretive, isolated efforts, which might be part of a portfolio but isn't the typical scope of an Innovation Manager's role. Option C, "individual projects," is too narrow, as GInI emphasizes a broader oversight rather than singular focus. Option D, "the business' innovation program," is too high-level; the program encompasses the portfolio, but the manager's direct responsibility is the projects within it. The portfolio framework enables strategic management of innovation efforts, aligning with GInI's guidance on project leadership. The original answer (B) is correct and reinforced by GInI documentation.

The fourth step of the GInI Breakthrough Innovation Method, "Synthesis & Capture," is about consolidating insights from prior steps into tangible outputs. TheCInP Handbookspecifies that teams "conceptually define and document" "new solution concepts," detailing their features and requirements (e.g., functionality, design elements). This step focuses on the "what" of the solution-specific ideas that address the defined context- before broader considerations like value propositions or business models are fully fleshed out. Option A,
"value propositions," emerges later, tying solutions to market needs. Option B, "value models," involves delivery mechanisms, beyond this step's scope. Option C, "business models," includes strategic and regulatory aspects, typically Mid Zone concerns. Option D aligns with GInI's focus on solution concepts as the immediate output, matching the question's wording and the original answer. This reflects GInI's Front End emphasis on ideation-to-concept transition, ensuring ideas are concrete before validation, a process rooted in iterative design principles.