Tim Kastelle

MARCH 7, 2016

At the beginning of 2013, Tim Kastelle and I identified four key issues in innovation management for the time to come. Accelerating dynamics and pace of disruption in most industries, in particular triggered by the perfusion of new technologies, lead to decreasing life times of existing business models.

Innovation Management 100

Innovation Management Management LEAN Technical Review 100

Tim Kastelle

APRIL 30, 2016

This trend is even more pronounced among strong innovators, with those pursuing a centralized approach rising from 68 percent in 2013 to 71 percent in 2014. Similarly, about 70 percent of disruptive innovators also lean toward a more centralized approach. Engine 2 efforts are disruptive and potentially game changing.

Disruption 100

Disruption Innovation Survey Study 100

Integrative Innovation

APRIL 7, 2016

This trend is even more pronounced among strong innovators, with those pursuing a centralized approach rising from 68 percent in 2013 to 71 percent in 2014. Similarly, about 70 percent of disruptive innovators also lean toward a more centralized approach. Engine 2 efforts are disruptive and potentially game changing.

Disruption 40

Disruption Innovation Survey Study 40

Integrative Innovation

JANUARY 27, 2016

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 to come. Recent research has confirmed successfully disrupting as well as outperforming companies to be significantly more engaged in business model innovation.

Underperforming Technical Team 40

Underperforming Technical Team Big Data Innovation Technical Review 40

Paul Hobcraft

NOVEMBER 6, 2017

Rick points out: “Corporate innovation efforts by and large continue to fall far short of moving the needle in any significant, sustained way or of delivering on the promise of future-proofing companies against ever-increasing disruptive forces. Achieving a Committed & Engaged Leadership.

Innovation 157

Innovation Leadership Strategy Strategy 157

Open Innovation EU

MAY 17, 2017

Whereas Schumpeter describes an entrepreneur as disequilibrative – destroying the pre-existing stage of the equilibrium ((Kirzner, 1999) – Kirzner chooses to describe the role of the entrepreneur as more equilibrative – entrepreneurs systematically displace disruptive conditions in order to create stabilized market conditions (Kirzner, 1999).

Entrepreneurship 62

Entrepreneurship Study Creativity Learning 62

Tim Kastelle

FEBRUARY 21, 2015

strong and disruptive innovators) – accounting for only 7.6% This trend is even more pronounced among strong innovators, with those pursuing a centralized approach rising from 68 percent in 2013 to 71 percent in 2014. Similarly, about 70 percent of disruptive innovators also lean toward a more centralized approach.

Culture 100

Culture Radical Innovation Innovation Underperforming Technical Team 100