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The Case for Dual Innovation

Tim Kastelle

And it looks like I have a point here… After being discounted by many innovation practitioners in my sphere for some time, the concept of organizational ambidexterity is now finally gaining traction with rising speed. Similarly, about 70 percent of disruptive innovators also lean toward a more centralized approach.

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

Innovation 360 Group

A fter collecting and studying innovation data from over 1,000 companies in 62 countries, I’m often asked whether Small and Midsize Enterprises (SME) are more innovative and entrepreneurial than larger corporations. H3 is the explorative style: needs are investigated on a deeper level and new technology used to disrupt.

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

Innovation 360

A fter collecting and studying innovation data from over 1,000 companies in 62 countries, I’m often asked whether Small and Midsize Enterprises (SME) are more innovative and entrepreneurial than larger corporations. H3 is the explorative style: needs are investigated on a deeper level and new technology used to disrupt.

Company 40
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The Case for Dual Innovation

Integrative Innovation

And it looks like I have a point here… After being discounted by many innovation practitioners in my sphere for some time, the concept of organizational ambidexterity is now finally gaining traction with rising speed. Similarly, about 70 percent of disruptive innovators also lean toward a more centralized approach.

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PLAYING IT SAFE IS THE MOST DANGEROUS THING YOU CAN DO

Innovation 360 Group

When disruption came for the taxi industry, the music industry, the retail industry, and others, there were usually four flashing lights that just about anyone could see. When disruption is barreling down on you, the worst place to stand is the middle of the road. Disruption is the new normal in the global, mobile, digital world.

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Does culture eat strategy for breakfast?

Innovation 360 Group

The perception of a gang of wired people in white coats doing the “innovation thing” is widespread, but nothing, based on data from 6,000+ companies in 62 countries, could be more wrong. His mission is to uncover hidden ideas within the world’s largest database of innovation data. I can’t make bricks without clay.”

Culture 63
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Why organization matters for Innovation Success

Innovation 360

The perception of a gang of wired people in white coats doing the “innovation thing” is widespread, but nothing, based on data from 6,000+ companies in 62 countries, could be more wrong. His mission is to uncover hidden ideas within the world’s largest database of innovation data. I can’t make bricks without clay.”