Here is a chart, shown by Scott Anthony from Innosight during a worthwile talk on ‘Dual Transformation’ in July this year. It puts in a nutshell what he refers to as the “hardest challenge in business today”: Simultaneously strengthening today’s business while creating tomorrow’s. The chart greatly captures the fact that dual transformation involves three distinct playing fields: Transformation A: Strengthen Today […]
Recently, Match-Maker Ventures and Arthur D. Little have released an interesting report, titled “The Age of Collaboration“. The study does a good job in synthesizing the global state of play of corporate-startup collaboration and latest findings on success requirements for its implementation. More and more corporations seek to engage with startups by pursuing corresponding activities across dedicated ecosystems and incorporating them […]
More than three years ago, we noticed a pain point in corporate innovation: How should companies balance the different requirements in searching for tomorrow’s business and in running today’s business? We wrote a well-received article series urging the need for organizational ambidexterity, i.e. implementing dual corporate innovation structures. First important steps have been taken Our […]
Recently, I’ve come across a couple of posts and articles debating on the question: In order to increase agility, should organizations aim to become more nimble across their existing structures or should they capitalize on separated units/ventures – such as innovation or digital labs – being dedicated to initiate and develop explorative ideas and opportunities? Let’s define agility as […]
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 […]
- Integrative Innovation February 19, 2013
- Innovation and Organizational Culture February 14, 2015
- Balancing Innovation via Organizational Ambidexterity May 29, 2013
- Innovation and Serendipity May 23, 2013
- A Model for Integrative Innovation Management March 21, 2016
- Integrating Lean Startup and Design Thinking February 1, 2014
- Managing Innovation Portfolios – Part 1: Strategic Portfolio Management September 21, 2013
- Balancing Innovation via Organizational Ambidexterity – Part 2 August 12, 2013
- Leveraging New Ventures for Innovation July 21, 2014
- Innovators Hold Strong Visions Weakly February 3, 2013
- Keep Innovation Management Simple – Innovation Excellence: […] often in segregated parts of the organis...
- Boards are progressing on digital! Are you? - Liselotte Engstam: […] 14) Integrative Innovation, Ohr A Mode...
- Boards are progressing on digital! Are you? - Digoshen: […] 14) Integrative Innovation, Ohr A Mode...
- Graham Douglas: I wonder what the situation would be if the people...
- Ralph-Christian Ohr: Thanks Leandro! You're right - Pisano's appro...
- Leandro Bitetti: Dear Ralph, My name is Leandro Bitetti and I am...
- Can you set targets for creativity? Part 2 – how? – Innovation Excellence: […] companies that organize innovation in an...
- Innovation and Organizational Culture – Innovation Excellence: […] they have already built up. However, the...
- Innovation and Organizational Culture – Innovation Excellence: […] it seems reasonable to set up dedicated,...
- Innovation and Organizational Culture – Innovation Excellence: […] and to benefit from each other. Examples...
- RT @ManuelGerres: Corporate Innovation Ventures: Separation vs. Integration https://t.co/X6qufsErg5 8 hours ago retweeted via ManuelGerres
- Great resource! #innovation #strategy #digitaltransformation https://t.co/c7YUCkoWS0 11 hours ago
- Corporate #Innovation Ventures: Separation vs. Integration - my latest up at @IXchat https://t.co/QcUmbvWO69… https://t.co/6FGb2URlpl 1 day ago
- #DigitalTransformation: Quo vadis, corporate #innovation management? Part 2 - from my partner @FrankMattes https://t.co/DpOnErBHTo 2 days ago
- RT @JouniHalme: #Innovation Requires Dedicated Management | Integrative Innovation https://t.co/61cY7Y7FSi by @ralph_ohr https://t.co/GJtfB… 2 days ago retweeted via JouniHalme
Recommended Blogs and Sites
- The Discipline of Innovation
- Irving Wladawsky-Berger
- The Corporate Innovation Blog
- 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
- Rapid Innovation in Digital Time
- Business Model Innovation
- Unconventional Wisdom
- Inknowaktion (german / deutsch)