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Key Issues in Innovation Management – Revisited – Part 1

Tim Kastelle

At the beginning of 2013, Tim Kastelle and I identified four key issues in innovation management for the time to come. From our point of view, all of the issues pinned down at that time have gained significant importance, are being intensively debated and can still be considered cutting-edge for companies to stay ahead in managing innovation. Let’s have a brief look at each of them: Differentiating and integrative innovation concepts.

Key Innovation Issues for 2016 and Beyond

Integrative Innovation

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. From my point of view, all of the issues pinned down at that time have gained significant importance, are being intensively debated and can still be considered cutting-edge for companies to stay ahead in managing innovation. Reinvention through business model innovation.

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Balancing Innovation via Organizational Ambidexterity – Part 3

Integrative Innovation

The first part highlighted that radical and incremental innovation build on two different innovation set-ups (exploration and exploitation, respect. In this final part, we illustrate that successful ambidexterity requires a well-managed hand-over from the explorative to the exploitative set-up. New research: ambidexterity well done is a key driver for innovation performance. Analyzing ambidexterity: the “extended innovation funnel” model.

3 Dimensions of Innovation: the 23 Capabilities your company needs to succeed

Idea to Value

The image here is the list of exactly which capabilities your company needs to succeed at innovation. Almost every business leader will tell you that they value innovation and that it is a positive & important factor for their company. Delivering innovation Capabilities.

11 Paradoxes of Entrepreneurial Thinking: why entrepreneurship can hardly be taught

Open Innovation EU

Entrepreneurial thinking is described as one of the most relevant skills for the 21st-century workforce (Bacigalupo, Kampylis, Punie, & Brande, 2016). As opposed to entrepreneurship, entrepreneurial thinking is not necessarily bound to entrepreneurs (to be); it is an essential skill for ‘strengthening human capital, employability and competitiveness’ (Bacigalupo et al., The entrepreneur is an innovator and disturbs the economy (De Jong & Marsili, 2010; Schumpeter, 1934).