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 […]
Tag Archives | Incremental Innovation
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 […]
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 […]
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 […]
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. […]
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 […]
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 […]
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 […]
In one of my previous posts I discussed the crucial distinction between need and solution. Innovation is about matching these two components – i.e. solving a customer problem (desirability) through a viable business model, leveraging feasible products and services – in a novel way. It’s important to note that solutions are not represented by products […]
- Venturing Activities in Corporate Innovation: Types, Features and Success Factors August 4, 2018
- Dual Innovation Ecosystem Strategy: Broker vs. Orchestrator August 3, 2018
- Organizational Pathways to Business Model Innovation March 9, 2018
- Digital Transformation Combines Customer Experience and Operational Efficiency December 13, 2017
- Identifying and Implementing Innovation Measures December 13, 2017
- A Model for Integrative Innovation Management March 21, 2016
- 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
- The Firm of the Future Will Manage Two Types of Businesses January 20, 2017
- Bad Innovation Systems Beat Good Innovators (Almost) Every Time March 26, 2017
- Integrating Lean Startup and Design Thinking February 1, 2014
- Leveraging New Ventures for Innovation July 21, 2014
- Balancing Innovation via Organizational Ambidexterity – Part 2 August 12, 2013
- Ralph-Christian Ohr: Thanks - good to hear it's useful for you!...
- Omar Enrique Jimenez: Very good article...
- Ralph-Christian Ohr: Glad it's useful, Maisoun....
- Maisoun: Thanks for your effort...
- Ralph-Christian Ohr: Good to hear you find it useful, Paul....
- Paul Hobcraft: Nice pulling together of all the thoughts around c...
- Jurij: These days the importance of startup and corporati...
- Novas Formas de Engajamento entre Corporações e Startups 🚀 – Blog do Nei: […] Leveraging New Ventures for Innovation [...
- Bruce Starcher: Ralph, First let me say that this is a great ar...
- Ralph-Christian Ohr: Thanks a bunch, Saul - it's good to hear you shar...
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