Jeffrey Phillips
NOVEMBER 7, 2018
More importantly, these patterns - how we work, what we do, decisions we make, risks we take - become ingrained and begin to govern how we think, how we work and even the types of ideas that we contemplate. Rinse and repeat. These patterns are comfortable and familiar.
Tim Kastelle
MARCH 7, 2016
The platform environment is mostly characterized by a tension between collaboration and competition of the participating companies, often referred to as coopetition. A well-suited way to govern this approach is to manage a portfolio of initiatives.
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Innovation 360 Group
MAY 10, 2016
Never before has boards and board members faced a larger challenge than todays need for effective linking between innovation and corporate strategy. Figure 1, The Success of Need Seekers ( Strategy + Business, Global Innovation1000, 2014, Proven paths to innovation success: Exhibit 2. ). Figure 2, Applying the Three Horizon Model.
Tim Kastelle
APRIL 30, 2016
The first time I was advocating the idea of a dual innovation approach, here also referred to as organizational ambidexterity, is now more than 5 years ago. Two-thirds of all breakthrough innovators stated that all innovation and product development is controlled and driven by a centralized organization, at least in its initial stages.
Innovation 360
MAY 10, 2016
Never before has boards and board members faced a larger challenge than todays need for effective linking between innovation and corporate strategy. Bottom line, this all comes down to the need for mastering and governing multiple parallel modes of innovation, leadership styles, risk willingness etc.,
Integrative Innovation
OCTOBER 12, 2017
Three Playing Fields , The underlying taxonomy which enables a balanced portfolio of core, transformational (also often referred to as adjacent) and future business activities. Most advocates of the Three Horizons model see it from a time (-to-impact) perspective or use it to classify different innovation types.
Integrative Innovation
APRIL 7, 2016
The first time I was advocating the idea of a dual innovation approach, here also referred to as organizational ambidexterity, is now more than 5 years. Two-thirds of all breakthrough innovators stated that all innovation and product development is controlled and driven by a centralized organization, at least in its initial stages.
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