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 […]
Tag Archives | Strategy
In 2015 and 2017, research by Peter Weill and Stephanie L. Woerner surveyed several hundred enterprises, examining both the capabilities needed for digital business transformation and the impacts on performance. Becoming ‘future-ready’ requires changing the enterprise on two dimensions – customer experience and operational efficiency. By the underlying criteria, 23% of the businesses surveyed were future-ready, shown in the […]
Dual approaches are evermore finding their way into corporate strategy, development and innovation. There are several manifestations at play, such as Organizational Ambidexterity: Drawing on Tushman/O’Reilly, an ambidextrous approach is deployed if a venture is of high strategic relevance and its synergies with core business are high, therefore suggesting a strong leverage of core assets and capbilities as well as an ultimate integration into core business […]
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 […]
If you are a frequent reader of this blog, you may know we’ve been relentlessly highlighting the importance of organizational ambidexterity as vital requirement for modern dual corporate innovation approaches. Managing today’s business and creating future’s business successfully at the same time is probably the most demanding, yet indispensable challenge for future-proof organizations and their leaders. But what are hallmarks of successful organizational ambidexterity? What do […]
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 […]
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 […]
(amended, 2015-05-03) Business model innovation (BMI) is becoming ever more important as it turns out increasingly difficult for companies to differentiate based on products and services alone. New business models are difficult for competitors to copy, not only because it takes considerable time and effort to build a new business model and simultaneously change several elements of an existing one, respectively. Moreover, a […]
- 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
- Scaling Edges vs. Transforming Core December 13, 2017
- Scaling Up Startups in Corporate Settings November 17, 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
- Organizational Pathways to Business Model Innovation March 9, 2018
- 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...
- Ralph-Christian Ohr: Thanks for the comment, Bruce - a couple of remark...
- Bruce Starcher: Sorry to say this but this is overly simplistic an...
- Inovando o seu Modelos de Negócios – Blog do Nei: […] Organizational Pathways to Business Mode...
- Saul Kaplan /sessionWorkflow/basketWorkflow/basketSelection/paymentAccountSelection/selectedAccount/paymentMethod/providerType: Bravo Ralph. Clearly we have been on similar journ...
- Didier Lebouc: I have always doubts about measuring something whi...
- Ralph-Christian Ohr: Thanks Paul. Indeed, I think the concept delineate...
- Paul Hobcraft: Hi Ralph / Frank, Sounds like this "Areas of ...
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