About Ralph-Christian Ohr

Experienced innovation management and corporate development professional. Consulting on organizational and personal capabilities for high innovation performance. Integrative thinker. T-shaped.

Author Archive | Ralph-Christian Ohr

The Window of Corporate Innovation Opportunity

One issue has been on my mind for quite some time. Let me share with you a key learning from my innovation work in and with diverse companies over the years. It can be termed pretty catchy as: Window of Corporate Opportunity. In brief, this notion can be delineated as follows: Sustainable, effective and impactful […]

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Innovation Follows Culture Follows Structure

Once in a while you run into ideas which are refreshingly thought-provoking, while at the same time seeming to be resonating with your own view. This holds for the key statements in “Loonshots: How to Nurture the Crazy Ideas That Win Wars, Cure Diseases, and Transform Industries”, a worthwile new book by theoretical physicist and […]

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Digital Innovation and Scaling-Up

A new research report from Accenture, titled “Rethink, Reinvent, Realize. How to successfully scale digital innovation to drive growth” is hot off the press. It highlights the following key takeaways: Only 22% of large organizations are successfully scaling digital innovation proof of concepts (PoCs) to drive growth. Those ‘Champions’ enjoy up to 9.9% return on […]

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Centralizing vs. Decentralizing Innovation

In the light of increasing demand for self-organization and organizational agility, there is a lot of discussion around centralizing vs. decentralizing ownership and decision-making – in particular when it comes to corporate innovation. Therefore, it might be useful to get back to ‘basics’, which have been well outlined by Hermann Vantrappen and Frederic Wirtz in […]

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Scaling-Up: The Foundation

This is the first part of a two-part lead article, co-written with Frank Mattes. The – in the truest sense of words – ‘billion-dollar-question’ we are addressing is: How can companies generate more business impact from non-incremental innovation? The solution to this question lies in the middle part of an end-to-end process for non-incremental innovation. […]

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Digital Innovation Units: Recommendations, Trends and Conclusions

The business magazine Capital and Infront Consulting recently published their second joint annual study (in German only) on the Digital Innovation Unit landscape in Germany.  The study analyzed the units in terms of set objectives and their achievements, as well as of the following success criteria: Steering Themes / direction of impact Involvement of the company Methods / program […]

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Innovation is About Getting Beyond the Idea

Thomas Edison said it over a century ago: Genius is 1 percent inspiration, 99 percent perspiration. Unfortunately, no one listened. When companies launch innovation initiatives, they typically allot almost all of their time and energy to that initial 1 percent – the thrilling hunt for the breakthrough idea. The real innovation challenge, however, lies beyond […]

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Venturing Activities in Corporate Innovation: Types, Features and Success Factors

Corporate Venturing, i.e. corporate engagement in external and internal ventures, plays an evermore critical role in fueling the innovation engine of larger companies. Most of those activities have a non-incremental innovation focus in nature, commonly targeted at bringing about radical, yet sustaining opportunities to adapt/extend the current core business (e.g. digitalizing products, services or operating models) exploring novel disruptive opportunities (e.g. technologies, business models […]

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Dual Innovation Ecosystem Strategy: Broker vs. Orchestrator

Being faced with disruption and increasing pace of change, many established companies fail to keep up. They often turn out to be ill-prepared to innovate under uncertain and time-critical conditions. Rather than going it alone, some companies reach out to suitable partners with the aim to build up innovation ecosystems that complement the companies’ capabilities, competences and strategies. A decisive question is: What types of ecosystems […]

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Organizational Pathways to Business Model Innovation

For several reasons, such as disruptive threats, digitalization or blurring industry boundaries, established companies are increasingly forced to create new business opportunities, i.e. to come up with adapted or even entirely new business models. Moreover, developing a ‘business model innovation capability‘ seems particularly vital in the light of ever decreasing life cycles. Shrinking life times of established business models are tied to the fact that […]

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