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Typology for Innovative Organizations

Open Innovation EU

Why this typology: innovation management in organizations. Innovation Management focuses on creating and managing sustainable business (Crossan & Apaydin, 2010; Keeley, Walters, Pikkel, & Quinn, 2013). As such, a modern-day typology for innovative organizations should deal with ambiguity in organizations.

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Innovation is a team sport

Cris Beswick

Naresh Jain (2009) claims: “Team members need to learn how to help one another, help other team members realise their true potential, and create an environment that allows everyone to go beyond their limitations”. [4] 4] Now, doesn’t that start to sound like an environment where innovation might be possible? ISBN 9780470083536.

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Crowdsourcing Case Study: Polaris Industries

Planview

Through their Ideate Innovation program, which the team uses to surface and develop ideas and turn them into award-winning products. But the company’s existing “innovation” process was entirely manual, making progress fragmented, expensive, time-consuming, and siloed. That’s where Spigit’s innovation management software came in.

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

Innovation 360 Group

So let´s dig into some key findings and see what we can learn. . All companies have a conscious or unconscious strategy, leadership, culture, capabilities, and competencies they use to improve and innovate business internally (e.g. Horizon 2 (H2) is about expanding and building new business (the next S-Curve) through innovations.

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

Innovation 360

So let´s dig into some key findings and see what we can learn. . All companies have a conscious or unconscious strategy, leadership, culture, capabilities, and competencies they use to improve and innovate business internally (e.g. Horizon 2 (H2) is about expanding and building new business (the next S-Curve) through innovations.

Company 40
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Average company lifespan has shrunk to 10 years – Don’t be average!

Innovation 360 Group

The very first thing a successful company must learn to do in order to survive is to jump from one S-Curve to the next. The Danish home of build-it-yourself toys teetered on the brink of bankruptcy several times, especially in 2004, before they found a way to reinvent themselves and survive the onslaught of video game culture.

Company 53
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PayPal, Facebook, Shell Oil and Nokia: Antibodies, Part 5 of 6

Innovation 360 Group

There are also several critical lessons to learn from the evolution of Facebook and its sharp wrong turns. What you might forget is that for the next two years, 2004 – 2006, it was impossible to join unless you had an Ivy League email address.