who-are-we 2014 Design Thinking Innovation Management LEAN 
Tim Kastelle
MARCH 13, 2016
In part 1 of this post , Ralph revisited key innovation issues that were already addressed by us three years ago. It doesn’t always translate to managers, however. Who wants to be an exploiter? That means high integration costs – and another reason to be wary of new innovation.
Integrative Innovation
JANUARY 7, 2015
Yesterday, I was quite delighted to see my post Integrating Lean Startup and Design Thinking ranked #11 of the Top 100 Innovation Posts 2014 at Innovation Excellence. In fact, the real power lies in combining different innovation approaches to fit a unique context. No one size fits all.
This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.
Swarmvision
AUGUST 10, 2017
But, we argue, selecting talent for innovation requires a whole new approach. Companies must recognize specific innovation skills that drive business outcomes. Furthermore, If you line up a sample of any functional knowledge group, you will find they fall on a spectrum of innovation skill. How can we be so sure?
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. Let’s have a brief look at each of them: Differentiating and integrative innovation concepts.
Integrative Innovation
AUGUST 1, 2014
In this final part, we illustrate that successful ambidexterity requires a well-managed hand-over from the explorative to the exploitative set-up. Furthermore, we also provide some insights and guidance on how this hand-over can be achieved. New research: ambidexterity well done is a key driver for innovation performance.
Expert insights. Personalized for you.
100 
Let's personalize your content