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Reinnovation of the Major Automotive Players Through Eco Systems, Openness and Platform Design

Innovation 360 Group

For a deeper understanding of blockers and what you can do to innovate in conservative industries have a look at the blog post about the four paradoxes, including The Dr Winterkorn Paradox. is the average answer for R&D cost control for radical innovators and 3.07 Who are the winners – and what can we learn from them?

System 40
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Reinnovation of the Major Automotive Players Through Eco Systems, Openness and Platform Design

Innovation 360

For a deeper understanding of blockers and what you can do to innovate in conservative industries have a look at the blog post about the four paradoxes, including The Dr Winterkorn Paradox. is the average answer for R&D cost control for radical innovators and 3.07 Who are the winners – and what can we learn from them?

System 40
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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. More than 70 percent have a different organizational entity for managing radical innovation. (…).

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Business Model Innovation Basics Series - Part 1: What is a Business Model?

The BMI Lab Blog

2005) that the ´failure to adequately define the market is a key factor associated with venture failure´, we identify the definition of the target customer as one central dimension in designing a new business model. Radical innovations are similar to evolutionary innovations - but the leap of innovation is more comprehensive.

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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. Platform and design thinking, prototyping, ideation, project selection, and speed are imperative capabilities.

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. Platform and design thinking, prototyping, ideation, project selection, and speed are imperative capabilities.

Company 40
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What do we expect from Innovation? Mostly disappointment

Paul Hobcraft

Companies lack confidence in their ability to innovate and it progressively gets “less effective” in each of the phases of innovation. Idea Generation, Development/Design, Commercialization/ Launch, Optimization/ Management and Product Retirement. Companies take an insular view of how they will attack innovation.

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