Remove 2014 Remove Competition Remove Innovation Management Remove Radical Innovation
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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. Let’s have a brief look at each of them: Differentiating and integrative innovation concepts. Adapted from: https://nbry.wordpress.com/2014/06/27/massive-platforms-for-cocreation-the-new-normal-22/.

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The Case for Dual Innovation

Tim Kastelle

Let’s sum up some relevant findings of these studies, making the case for dual innovation management: BCG: Most Innovative Companies 2014 . 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.

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The Case for Dual Innovation

Integrative Innovation

Let’s sum up some relevant findings of these studies, making the case for dual innovation management: BCG: Most Innovative Companies 2014 . 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.

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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. This requires companies to proactively or reactively innovate their business models in order to remain competitive.

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Evolution of Hyperloop: Propelling innovation the Elon Musk way

hackerearth

The aim was to understand how Musk makes these radical innovations possible and how exactly he propels innovation. Less than 10% of all innovation falls under this category. The typical innovation process involving in-house R&D is not sufficient to crack a radical innovation of such magnitude.

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Co-creating volume 3

Innovation 360 Group

Both paths are very different from the Market Reader strategy, where organizations evaluate the competitive landscape objectively, using analytics to predict trends and capitalize on opportunities before the window closes. This takes a longer view, making it a good basis for H3 innovations. 4 Cornerstones of the Innovation System.

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Co-creating volume 3

Innovation 360

Both paths are very different from the Market Reader strategy, where organizations evaluate the competitive landscape objectively, using analytics to predict trends and capitalize on opportunities before the window closes. This takes a longer view, making it a good basis for H3 innovations. 4 Cornerstones of the Innovation System.