Tag Archives | Adaptability

A Model for Integrative Innovation Management

By on March 21, 2016

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 […]

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Key Innovation Issues for 2016 and Beyond

By on January 28, 2016

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 […]

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Innovation and Organizational Culture

By on February 14, 2015

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, […]

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Balancing Innovation via Organizational Ambidexterity – Part 3

By on August 1, 2014

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. […]

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Balancing Large and Small Firm Capabilities

By on March 16, 2014

As outlined in earlier posts, organizations need to balance exploitation (i.e. development of existing business) and exploration (i.e. creation of new businesses) in order to thrive on the short and long term.  The corresponding integration of incremental and radical innovation can basically be achieved in different ways:   Building ambidextrous and lean startup capabilities Established organizations with larger size usually target at extending their core business by incementally […]

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Managing Innovation Portfolios – Part 2: Operational Portfolio Management

By on October 26, 2013

This is part two of a two-parts article co-written with Kevin McFarthing from Innovation Fixer. The first part can be found here.   In our previous post, we discussed how Strategic Portfolio Management (SPM) ensures that the content of the portfolio is driven by innovation strategy and associated targets. We would now like to move on to […]

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Managing Innovation Portfolios – Part 1: Strategic Portfolio Management

By on September 21, 2013

This is part one of a two-parts article co-written with Kevin McFarthing from Innovation Fixer. The second part can be found here.   Facing increasingly dynamic and unpredictable environments, firms are required to develop convenient innovation strategies, constantly adapt them to changing conditions and properly implement strategically-aligned initiatives throughout their organizations. Innovation portfolio management (IPM) can act […]

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Balancing Innovation via Organizational Ambidexterity – Part 2

By on August 12, 2013

This is part two of a three-parts article co-written with innovation-3‘s Frank Mattes.   In the first part we worked out why successful firms need to balance radical and incremental innovation. We introduced the concept of organizational ambidexterity as an appropriate way for simultaneously conducting exploration and exploitation, the two paradigms behind radical and incremental innovation. This second […]

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Balanced Portfolios and Business Model Innovation Distinguish Outperformers

By on August 7, 2013

Among others, Tim Kastelle (here and here) and Paul Hobcraft (here and here) have recently highlighted the increasing importance of business model innovation. A newly published report from the IBM Institute for Business Value confirms this point, the need for balanced innovation portfolios and some other key issues being outlined in a previous post. I’d like to summarize the main results […]

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Balancing Innovation via Organizational Ambidexterity

By on May 29, 2013

This is part one of a three-parts article co-written with innovation-3‘s Frank Mattes.   Organizational ambidexterity is becoming a key factor for success in many industries. With a proper ambidextrous set-up, firms can optimally balance radical and incremental innovation. In this article, we are showing the need for organizational ambidexterity, introduce the concept, show how it […]

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