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Creative Construction – Book review

The Inovo Group

Well-respected Harvard Business School professor and HBR contributor Gary Pisano has weighed in on the topic of large company innovation in his new book ‘Creative Construction’. He makes a compelling case that being ‘large’ doesn’t have to mean being non-innovative, or growing only through the acquisition of innovative start-ups.

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Balancing Innovation via Organizational Ambidexterity – Part 3

Integrative Innovation

O’Reilly and Michael Tushman review and condense the research done so far on the subject. One of the key findings of this paper is that “in uncertain [business] environments, organizational ambidexterity appears to be positively correlated with increased innovation, better financial performance and higher survival rates.”.

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Developing a new framework for risk and innovation.

Paul Hobcraft

Interestingly, the pace of innovation stands among the top three risks in 2015 and tops along with regulatory risk, the list foreseen in 2018. In genuinely new-business innovation projects, it is critical to release the leaders of the effort from the norms and metrics of the core business. Who is responsible for what.

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Developing a new framework for risk and innovation.

Paul Hobcraft

Interestingly, the pace of innovation stands among the top three risks in 2015 and tops along with regulatory risk, the list foreseen in 2018. In genuinely new-business innovation projects, it is critical to release the leaders of the effort from the norms and metrics of the core business. Who is responsible for what.

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Scaling-Up: The Foundation

Integrative Innovation

Step-by-step, with every client project and every Peer Group (see e.g. here ) we sharpened our thinking. This part is not just an academic construct. As will be shown below, it is a mandatory piece which ensures three things : Scaling up validated innovation concepts to a material business (i.e.

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Successful Innovators Apply Multiple Leadership Styles Simultaneously

Innovation 360 Group

While much has been written on choosing the most promising innovation project and helping it succeed in the market after implementation, one crucial step in the middle hasn’t received enough attention: how to actually get the job done and done well. Radical Innovators more adaptive. The Explorer. The Cauldron.