Research in management states that the success of specific innovation cannot be predicted. As a consequence, the value of such innovation can only be stated very late in the development process, or even only retrospectively. In this research we observe that direct actors in innovation can in fact proceed to a complete and revisable valuation. Based on C-K design-theory, we show that these teams apply the same kind of reasoning to the determination of value as to innovation itself. We also show that this work of innovative design is by means of the generation of local management tools, often at the exclusive disposal of the project and used to put different concepts of value to the test. JEL Codes : O32