Tag Archives | Organizational Design

Scaling-Up: The Foundation

By on September 11, 2018

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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Organizational Pathways to Business Model Innovation

By on March 9, 2018

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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Scaling Up Startups in Corporate Settings

By on November 17, 2017

This ‘opinion’ on the question “What can startups and incumbents learn from each other and what are the biggest threats?” was originally published at innoboard.de.   In recent years, an increasing intensity in collaboration between incumbent companies and startups has been observed. Meanwhile, close to 80% of corporations and startups have already been or are […]

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Peer Group “Scaling-Up”: Initial Survey Results

By on October 1, 2017

This article was co-written with Frank Mattes.   As published in a recent post, we have initiated a Peer Group of leading European companies which share our view that Best Practices with respect to scaling up validated concepts (successfully emerging from the “Fuzzy Front End”) to business impact need to be in place to sustainably […]

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Four Models of Intrapreneurship Innovation

By on June 15, 2017

Research shows that growth fueled through organic innovation is more profitable than growth driven by acquisition, in part because the organizational capability required is vastly different. But the litmus test is: How can established organizations build successful new businesses through corporate entrepreneurship, also referred to as Intrapreneurship, on an ongoing basis? This is also one of the key questions that […]

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Scaling-Up: Crossing the Internal Chasm in Corporate Innovation

By on May 2, 2017

This article was co-written with Frank Mattes from Dual Innovation and innovation-3.   The race is on for companies to find big, explorative or even “disruptive” innovation ideas. ‘Disrupt yourself or someone else will’, it has been said. Almost every company shifts into overdrive to create ‘smart’ products, to turn a product business into a […]

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Organizational Models for Breakthrough Innovation

By on March 28, 2015

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 […]

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