Tag Archives | Technology

Digital Innovation Units: Setting-Up for Scaling-Up

By on June 27, 2020

PWC’s strategy consulting arm Strategy& recently surveyed 50 Chief Information Officers (CIOs) and Chief Digital Officers (CDOs) across Germany, Switzerland and Austria (with additional samples from the US, Japan and the Netherlands). They found that the majority of the surveyed companies have been facing a Scaling-Up Problem: barely 10% were managing to grow revenue from […]

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Digital Innovation Units: Recommendations, Trends and Conclusions

By on September 7, 2018

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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Digital Transformation Combines Customer Experience and Operational Efficiency

By on December 13, 2017

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. [Update 09.08.18] Indeed, this chosen pair of dimensions turns out to be highly […]

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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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Future-proof Your Innovation Management: Dual Innovation

By on October 12, 2017

This article was co-written with Frank Mattes.   Being among the pioneers (see e.g. here or here) in making the case that dual approaches to modern corporate innovation are mandatory for innovation impact, we have recently been delighted about two things: First, more and more companies are appreciating our arguments as the following data suggest […]

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Aligning Organizations for Digital Transformation

By on February 3, 2017

To understand the challenges and opportunities associated with digitalization, MIT Sloan Management Review and Deloitte surveyed more than 3,700 business executives, managers, and analysts from organizations around the world. They have recently published their findings in a report, titled “Aligning the Organization for Its Digital Future“. Some key outcomes (quoted and depicted in an infographic) as well […]

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Startup Engagement in Corporate Innovation

By on October 18, 2016

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 […]

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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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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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Innovation and Ambidexterity

By on February 3, 2013

Tim Kastelle wrote a post on “Staying Innovative While Growing”. I fully concur with his conclusion: “But it’s another innovation paradox – the small firms that might be most innovative often don’t have the market clout to get their ideas to diffuse. The firms that are big enough to get ideas to spread might not […]

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