Tag Archives | Three Horizons

A Model for Integrative Innovation Management

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

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 Requires Dedicated Management

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 […]

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Organizational Models for Breakthrough Innovation

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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Leveraging New Ventures for Innovation

As pointed out in a recent post, teaming up with startups provides an opportunity for established firms to drive innovation without risking major interference with their core businesses. Particularly, with regard to radical or disruptive innovation, investing in startup incubators, accelerators or corporate venturing increases the chance to get access to promising novel technologies and business models. On the other […]

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Managing Innovation Portfolios – Part 2: Operational Portfolio Management

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

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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