The first time I was advocating the idea of a dual innovation approach, here also referred to as organizational ambidexterity, is now more than 5 years ago. At this time it became pretty obvious to me that this concept – academically worn-out but deficiently or not at all put into practice in most organizations – would be of increasing importance […]
In previous posts, I have shared my view on important cornerstones for successful innovation management systems. As pointed out several times, balanced and up-to-date innovation management requires organizational ambidexterity, i.e. the capability to explore novel offerings and capabilities while simultaneously exploiting existing ones. In the following, I would like to summarize and complement these thoughts by suggesting an innovation management model that may help organizations to innovate more […]
In the course of this first month of 2016, I was asked a couple of times what my prospects are for the year ahead when it comes to key innovation issues. Hence, I gave it some thought, starting by revisting an earlier reflection: Beginning of 2013, Tim Kastelle and I identified four key issues in innovation management for the time […]
For quite some time, I’ve been advocating the idea that successful and sustainable corporate innovation management systems should be based on the following cornerstones: Organizational ambidexterity: Sustainable innovation management is required to account for organizational ambidexterity, i.e. optimizing existing businesses and developing new businesses have to be driven in parallel. Failing to achieve an individually optimal balance will not lead to company success in the short and long […]
As we have suggested earlier, innovation activities that are radical or disruptive in nature, should be separated from incremental innovation around a company’s established core business. The main reasons are: Required capabilities, structures, approaches, success metrics and culture for radical/disruptive innovation are highly incompatible with those required for incremental innovation. Radical/disruptive innovation activities need full-time resources to get executed properly and time-efficiently. However, separation is a […]
Recently, the Boston Consulting Group (BCG) has published key findings of their latest “Most Innovative Companies 2014” survey. Beside the annual ranking, headed by the top three companies Apple, Google and Samsung, some insightful outcomes with regard to organizational and cultural requirements have striked my eye. According to BCG’s research, successfully innovating companies approach innovation as a system. The system is rooted in experimentation, […]
Yesterday, I was quite delighted to see my post Integrating Lean Startup and Design Thinking ranked #11 of the Top 100 Innovation Posts 2014 at Innovation Excellence. Once again, I was pondering why this post has been by far the most resonating one I’ve written up to now. My conclusion: many of us are aware that innovation tools, even up-to-date ones, have a limited scope […]
(amended, 2015-05-03) Business model innovation (BMI) is becoming ever more important as it turns out increasingly difficult for companies to differentiate based on products and services alone. New business models are difficult for competitors to copy, not only because it takes considerable time and effort to build a new business model and simultaneously change several elements of an existing one, respectively. Moreover, a […]
This is part three of a three-parts article co-written with innovation-3‘s Frank Mattes. The first part highlighted that radical and incremental innovation build on two different innovation set-ups (exploration and exploitation, respect. The second part showed in a sample of seven leading firms that ambidexterity is used in two main types – contextual and structural ambidexterity. In […]
As pointed out in a recent post, teaming up with startups provides an opportunity for established firms to drive innovation without risking major interference with their core businesses. Particularly, with regard to radical or disruptive innovation, investing in startup incubators, accelerators or corporate venturing increases the chance to get access to promising novel technologies and business models. On the other […]
- Integrative Innovation February 19, 2013
- Innovation and Organizational Culture February 14, 2015
- Innovation and Serendipity May 23, 2013
- Integrating Lean Startup and Design Thinking February 1, 2014
- Balancing Innovation via Organizational Ambidexterity May 29, 2013
- Balancing Innovation via Organizational Ambidexterity – Part 2 August 12, 2013
- Balancing Large and Small Firm Capabilities March 16, 2014
- Leveraging New Ventures for Innovation July 21, 2014
- Managing Innovation Portfolios – Part 1: Strategic Portfolio Management September 21, 2013
- The Future of Innovation is Open February 3, 2013
- A Model for Dual Corporate Innovation Management | Tim Kastelle: […] separation of exploration and exploitati...
- A Model for Dual Corporate Innovation Management | Tim Kastelle: […] and exploitation-oriented innovation ini...
- A Model for Dual Corporate Innovation Management | Tim Kastelle: […] this more in detail. In average, the rat...
- A Model for Dual Corporate Innovation Management | Tim Kastelle: […] Whereas the upper path is taken by explo...
- A Model for Dual Corporate Innovation Management | Tim Kastelle: […] company needs to be based on an open, co...
- A Model for Dual Corporate Innovation Management | Tim Kastelle: […] system with potent and explorative ideas...
- Treating Discovery Like Execution Will Kill Innovation | Tim Kastelle: […] This, of course, is another version of t...
- Charles M Lines: Key to making a success of partnerships between la...
- The Case for Dual Innovation | Tim Kastelle: […] innovation capability. As recently outli...
- Innovation Excellence | Key Innovation Issues for the Near Future – Part 1: […] have been doing business so far. Recent ...
- RT @Camoinet: Mars And Venus - Improving Corporate/Startup Engagement In Europe via @forbes https://t.co/wja4pfniLG 8 hours ago retweeted via Camoinet
- Kreative Ideen sind gut - aber nicht genug. Innovationsfähigkeit ist vor allem ein Selektions- und Umsetzungsthema. https://t.co/UU408bUbVZ 9 hours ago
- Great post: Disruption is not a #strategy https://t.co/pkGAp9FnN8 #innovation https://t.co/UIN6bcvAL8 11 hours ago
- @SkuldLLC I don't think most companies can afford not tapping into external ideas - independently from how they are structured. 1 day ago
- Is technological #innovation often simply an innovation in how we think about #technology? https://t.co/aNs7VIJSKo 1 day ago
Recommended Blogs and Sites
- The Discipline of Innovation
- Irving Wladawsky-Berger
- Innovation Upgrade
- Innovate on Purpose
- Paul4innovating's Blog
- Game Changer
- Innovation Observer
- It's Saul Connected
- Sonnez en cas d’absence
- Innovation Excellence
- Innovation Fixer
- Innovation Management
- Steve Blank
- Yes & Know
- MIT Technology Review
- Strategyzer Blog
- Andrew Hargadon
- Working Knowledge
- HBR Blog Network
- MIT Sloan Management Review
- ISEIC Blog
- Business Model Innovation
- I'm Not Actually a Geek
- Startup Lessons Learned
- Ash Maurya - Practice Trumps Theory
- Harold Jarche
- Gaurav Bhalla
- Business Model Innovation
- Unconventional Wisdom
- Inknowaktion (german / deutsch)