Solution: PDCA model for Riot

PDCA model for Riot

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Learning Outcome 1: Engage actively in recognizing a new product/service for Riot and detect the vital tasks required for its effective growth.

In this comprehensive learning outcome, Riot’s progress towards innovation superiority is characterized by a deliberate scheme that draws on components from both the Simplified Model of the Innovation Process and the PDCA model. By taking part in the identification of a modern product or service, Riot is competent to negotiate the intricacies of the present-day business landscape (Gallego et al. 2022).

Searching (Related to Planning in PDCA):

The first step here is to search for potential innovative advancements. Riot must scrutinize its inner workings to pinpoint the essential elements of innovation. These can be affected by:

Technological Accidents: Unanticipated technical problems or incidents that could prompt advancement.

Regulatory Adjustments: Foreseeing or reacting to evolvements in rules to stay compliant and creative.

Evolving Market Trends: Monitoring closely arising market trends to detect fresh product or service opportunities.

Furthermore, it is essential to be attentive to greater industry patterns and gather insights from not only internal associates but also customers and employees. By doing so, Riot initiates a rich area for innovation, matching this procedure with the preparing aspect of the PDCA scheme.

Selecting (Related to Preparing in PDCA):

Once the broad field of prospective drivers for innovation has been identified, Riot should indulge in the all-important task of opting for the most prominent driver for innovation. This selection phase requires a meticulous assessment of the challenges and opportunities given by each driver. For instance, take the example of “Regulatory Changes.” The reason to choose this particular driver is due to the potential it has to significantly alter the business’s activities, potentially even leading to any associated legal proceedings (Odinokov, & Vasiliev, 2021). This carefully thought-out driver selection logically ties in with the strategic part of the PDCA model and set the direction for further progress.

Implementation (Solution) (Related to Doing in PDCA):

Once the driver has been identified, Riot moves into the implementation stage, correlating to the sessions of PDCA. Now the goal is to turn the chosen driver (e.g., “Regulatory Changes”) into a real-world innovation. Activities may include:

  • Putting together an assembly of law specialists to render advice on adhering to customer protection laws, which is indirectly tied to responding to regulatory fluctuations.
  • Actively working to align the organization with existing and forthcoming official provisions, reducing the possibilities of juridical issues.

This period represents the execution of the invention and serves as a link to ascertain how the idea is mechanically worked out.

Capture (Related to Checking in PDCA):

In the capture phase, the firm evaluates the effects of its innovation efforts, fulfilling the review portion of the PDCA pattern. Assessing the success of the innovation can be accomplished by examining a collection of key questions, for example:

  • Are the outcomes more desirable than the goals originally set for the innovation?
  • Are the results well-matched to company aims and strategies?
  • Have all the rules and restrictions been taken into consideration?
  • Has the innovation resulted in expected financial returns?
  • Are the customers satisfied with the product or service developed?

Act (Related to Acting in PDCA):

When it comes to the last stage, action must be taken upon the understanding from the preceding step. In case the assessment demonstrates that the innovation didn’t achieve the desired results, Riot must be proactive and enhance the innovation. For instance,

  • Were expansion not encouraged, the organization could carry out an enhanced promotional approach to increase its customer base.
  • Were vigilance not taken into account in invention, the implementation of a devoted quality assurance unit could overcome this deficit.

This stage embodiments the spirit of continuous progress, allowing Riot to amend deficiencies and provide the innovation process to better fit organizational objectives and continuously fluctuating business trends.

Learning Outcome 2: Conduct appropriate innovation/organizational development audits to incorporate the new product/service.

Simplified Model of the Innovation Process (Capture):

To conduct an innovation audit, Riot can take into account the following criteria/questions:

  • Was there an inclination towards progress in the innovation process?
  • How focused was the firm during the innovation process?
  • Was there devotion to the innovation’s triumph?
  • Were means efficiently distributed to the innovation?

PDCA Model: Check and Act (Improvement):


  • Riot can evaluate the success of their innovation in accordance with requirements previously stated.
  • Additionally, they can monitor essential performance markers (KPIs) to identify success.


If the innovation audit discloses any deficiencies, Riot is able to respond. For example:

  • If few growth initiatives are identified, they can revise their promotional plans.
  • If attention to detail is not observed, they can create a devoted quality assurance unit.
  • If the enthusiasm for invention is wanting, they can allocate in employee education.

This stage consists of making remedial measures and repeated enhancements depending on the examination results (Ružičić, & Micić, 2020).

By utilizing these models, Riot can productively participate in recognizing new commodities and services, implement successful innovation, and engage in detailed reports to make sure their advancements confirm to corporate aims and business trends.


Gallego-García, S., Ren, D., Gallego-García, D., Pérez-García, S., & García-García, M. (2022). Dynamic Innovation Information System (DIIS) for a New Management Age. Applied Sciences12(13), 6592.

Odinokov, S. A., & Vasiliev, V. A. (2021, September). Decision-Making Based on Evidence in the Quality Management of Innovation Processes. In 2021 International Conference on Quality Management, Transport and Information Security, Information Technologies (IT&QM&IS), pp. 38-41. IEEE.

Ružičić, V., & Micić, Ž. (2020). Knowledge management assessment using PDCA based in global and local standards: In the case of technics and informatics studies.

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