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Organizing for Simultaneous Innovation Capability – key findings from +1,000 companies, republished from Drucker Forum 2016

Innovation 360 Group

Another source on the theme, O’Reilly III and Tushman (2004) , talks about being able working ambidextrously with incremental and radical innovation at the same time. The insight of dividing innovation work into different Horizons in order to manage it effectively is, in my experience, often well known at C-level.

Company 40
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Organizing for Simultaneous Innovation Capability – key findings from +1,000 companies, republished from Drucker Forum 2016

Innovation 360

Another source on the theme, O’Reilly III and Tushman (2004) , talks about being able working ambidextrously with incremental and radical innovation at the same time. The insight of dividing innovation work into different Horizons in order to manage it effectively is, in my experience, often well known at C-level.

Company 40
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The digital innovation era calls for new board leadership

Innovation 360 Group

The winning strategies of top innovators. In H1 you need traditional leadership styles, such as the Spiral Staircase (Loewe, Williamson, Chapman and Wood, 2001), focusing optimization of existing business and incremental innovation. In this model, the shorter perspective, the current (core) business, is called Horizon 1(H1).

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The digital innovation era calls for new board leadership

Innovation 360

The winning strategies of top innovators. In H1 you need traditional leadership styles, such as the Spiral Staircase (Loewe, Williamson, Chapman and Wood, 2001), focusing optimization of existing business and incremental innovation. In this model, the shorter perspective, the current (core) business, is called Horizon 1(H1).

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When innovation led to a reversal of fortunes

hackerearth

Even though the Mac business was picking up, it was only in 2001, with the release of the iPOD (now retired) disrupting the digital music market, did Apple start soaring. Lego overcame its near-demise situation when the then president, Kjeld Kirk Kristiansen, decided that innovation was the only way out in 2001. Source: [link].