Tag Archives | Digital Transformation

Digital Innovation Units: Setting-Up for Scaling-Up

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 Transformation: Dual Approach to Business Model Innovation

Recently, Karolin Frankenberger from University of St. Gallen gave a worthwile presentation, one chart of which neatly illustrates why Dual Innovation is essential nowadays: Digitally transforming a company calls for true ambidexterity, i.e. simultaneously succeeding on the S-curve of today’s business model AND that of the future business model which is supposed to eventually supersede […]

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Dual Innovation at a Glance

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Digital Innovation and Scaling-Up

A new research report from Accenture, titled “Rethink, Reinvent, Realize. How to successfully scale digital innovation to drive growth” is hot off the press. It highlights the following key takeaways: Only 22% of large organizations are successfully scaling digital innovation proof of concepts (PoCs) to drive growth. Those ‘Champions’ enjoy up to 9.9% return on […]

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Scaling-Up: The Foundation

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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Digital Innovation Units: Recommendations, Trends and Conclusions

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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Venturing Activities in Corporate Innovation: Types, Features and Success Factors

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 […]

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Dual Innovation Ecosystem Strategy: Broker vs. Orchestrator

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 […]

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Digital Transformation Combines Customer Experience and Operational Efficiency

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 Edges vs. Transforming Core

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 […]

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