Probably the most critical structural ingredient for innovation capability is how new ventures – internal as well as external ones – are to be implemented in the organization in order to get validated and scaled. Should a new venture be entirely separated from the core business as stand-alone venture? Should it be integrated into an existing business unit? Or is it […]
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 […]
- 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
- Managing Innovation Portfolios – Part 1: Strategic Portfolio Management September 21, 2013
- Balancing Large and Small Firm Capabilities March 16, 2014
- Leveraging New Ventures for Innovation July 21, 2014
- Corporate Innovation Ventures: Separation vs. Integration June 8, 2016
- Ralph-Christian Ohr: Thanks for stopping by, Bart! You definitely r...
- Ralph-Christian Ohr: Thanks for your comment, Kevin - great additions! ...
- Bart Doorneweert: Hi Ralph, Nice overview for helping with decidi...
- Kevin McFarthing: Hi Ralph - this is a very sensible approach. The ...
- 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...
- @jairohvenegas Thanks. I have the book - it's definitely worth the read. 3 hours ago
- @jairohvenegas E.g. technology, semiconductors or fashion/textile industry require an adaptive approach for their core biz/H1 (table 1-1). 3 hours ago
- @jairohvenegas See here for characteristics of strategy types, typical industries/environments and biz life cycle https://t.co/ZT0k66HDGj 4 hours ago
- Similar to my take https://t.co/Slem6lQrWb but not sure for H1: Core biz may also require adaptive approach IMO. https://t.co/tPyPWVVNM3 7 hours ago
- @jairohvenegas FYI: https://t.co/g6PTySNsuR 8 hours 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)