Key Issues in Innovation Management – Revisited – Part 1

Tim Kastelle

At the beginning of 2013, Tim Kastelle and I identified four key issues in innovation management for the time to come. From our point of view, all of the issues pinned down at that time have gained significant importance, are being intensively debated and can still be considered cutting-edge for companies to stay ahead in managing innovation. Let’s have a brief look at each of them: Differentiating and integrative innovation concepts.

Five Innovation Practices

InnovationManagement

There is no “one size fits all” formula for innovation management success. Demystifying innovation takes experiments and practices. The post Five Innovation Practices appeared first on Innovation Management.

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Scaling Up Startups in Corporate Settings

Innovation Excellence

In recent years, an increasing intensity in collaboration between incumbent companies and startups has been observed. Meanwhile, close to 80% of corporations and startups have already been or are collaborating. The mutual – actually complementary – benefits seem pretty obvious: Benefits for startups include availability of office space, hardware, networks, support and potential funding access.

Future-proof Your Innovation Management: Dual Innovation

Integrative Innovation

Most advocates of the Three Horizons model see it from a time (-to-impact) perspective or use it to classify different innovation types. We propose that in each of the three areas there is a different logic / operating model for managing innovation to be applied to generate business impact from innovation initiatives. Figure 1: Three Playing Fields of Innovation. . Three Playing Fields : The basis for modern innovation management.

Four Models of Intrapreneurship Innovation

Innovation Excellence

Research shows that growth fueled through organic innovation is more profitable than growth driven by acquisition, in part because the organizational capability required is vastly different. But the litmus test is.

Uncharted Waters Disrupting the Corporate Boardrooms

Paul Hobcraft

In a recent report called “ Radical Innovation and Growth: Global Board Survey 2016 ” (link opens the pdf) we have results from a survey jointly conducted by Deloitte Denmark and Board Network – The Danish Professional Directors Association, that opens up much that can concern us about the current boardroom and its great difficulty with managing more radical innovation. A lack of understanding innovation in all its forms is coming back to haunt them.

IMYB Innovation Management Yellow Belt™ – Stockholm

Innovation 360 Group

In the IMYB Innovation Management Yellow Belt the Licensed Practitioners get the leading Ideation Platform to resell, knowledge on how to sell and implement an ideation platform, organizational design and change. Provide tools, methods and best practices how to implement an Innovation Management System. Innovation Governance Models – How to align innovation with strategy. Innovation Process – How to translate creativity into value.

PESTLED360: Iron Out Key Driving Forces in Your Current Environment and Anticipate Future Ones

Innovation 360 Group

Are you confident in your strategic thinking, and your organization’s internal innovation competencies and skills? Innovation 360 has used this framework in many assignments. It’s easy to see in retrospect, but managers in the food delivery industry were taken by surprise because they weren’t paying enough attention to what was happening in the passenger transport industry. Innovation 360 uses a six-step process. This is what we call incremental innovation.

Are we playing snakes and ladders with innovation?

Paul Hobcraft

Originally from India the game is a simple race contest based on sheer luck and I am beginning to wonder if we are playing a new version of this with innovation? It just all depends on our luck in rolling the dice, a serendipity with a darker twist that many companies seem to be playing with their innovation capability building. The game came to mind as I read through a recent survey on Innovation. Have we this same luxury with the management and building of innovation?

Survey 100

How to Speed Up Your New Product Development Process by 30%

Innovation 360 Group

A new product development process that works at lightning speed requires new ways of working plus new ways of innovating. The fastest growing companies interpret innovation through multiple lenses. Horizon Two (H2) is your adjacent business arena where innovation is driven by new uses of existing technology and ideas. Linking innovation horizons to time (e.g., Top innovators have a systematic process for bucketing them by their level of uncertainty.

How much is innovation costing your organization?

Innovation 360 Group

Recapture your innovation investments. Three actions you can take to improve your innovation ROI. Too many companies see ‘innovation’ as something abstract from solving real problems and creating real value. Linking innovation investment to value is easier when companies know where to look. Below are three key actions most organizations can take right away to improve their innovation ROI. Openness is where market innovation truly takes place.

Digital Transformation Combines Customer Experience and Operational Efficiency

Integrative Innovation

The adequate approach will depend on the company’s context, the industry environment, and the objectives executive management wants to achieve: Pathway 1 makes sense if the customer experience the company provides is around industry average and the threat of digital disruption is not high. For further, worthwile details of this research I recommend reading the entire article at MIT Sloan Management Review. In 2015 and 2017, research by Peter Weill and Stephanie L.

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. Leadership styles are critical to innovation efforts, especially when working with uncertainty. Radical Innovators more adaptive. Horizon 1 refers to innovations around the core business and related investment areas.

Modern Dual Corporate Innovation Balances Defense with Offense

Integrative Innovation

Modern Dual Corporate Innovation Management approaches encompass two complementary directions of impact : Transforming the Core (by largely changing or even disrupting the existing operating model). With more and more established companies facing disruptive threats and opportunities, deliberate process and operating model innovation proves to be a major source of competitive advantage.

What is innovation management and why your organization needs it

hackerearth

Understanding Innovation Management. Is it a lack of innovation or an inability to cope with change? Either way, businesses need to identify where they are going wrong because innovation as a business strategy is here to stay. For survival, innovation is almost obligatory (Drucker, 1999). An innovation process “connects upstream idea valuation to downstream production and release to market.” Like any business function, innovation can be managed.

What is innovation management and why your organization needs it

hackerearth

Understanding Innovation Management. Is it a lack of innovation or an inability to cope with change? Either way, businesses need to identify where they are going wrong because innovation as a business strategy is here to stay. For survival, innovation is almost obligatory (Drucker, 1999). An innovation process “connects upstream idea valuation to downstream production and release to market.” Like any business function, innovation can be managed.

Scaling Up Startups in Corporate Settings

Integrative Innovation

outsourcing’ uncertainty, particularly in early phases of radical/disruptive innovation activities. Those tools are often organized as independent units or activities within the corporation or are ideally embedded in a single unit dedicated to explorative innovation altogether along with internal ventures. However, startup engagement is also increasingly used for tapping into entirely new markets or technologies as well as spotting disruptive innovation opportunities.

Venturing Activities in Corporate Innovation: Types, Features and Success Factors

Integrative Innovation

Corporate Venturing , i.e. corporate engagement in external and internal ventures, plays an evermore critical role in fueling the innovation engine of larger companies. Most of those activities have a non-incremental innovation focus in nature, commonly targeted at. bringing about radical, yet sustaining opportunities to adapt / extend the current core business (e.g.

Tools 40

Does culture eat strategy for breakfast?

Innovation 360 Group

Innovations are infinite, even within a finite market. However, not all innovations start with the same chance at a fully productive lifecycle. Innovations that survive are most often those that are supported by an organizational culture that plans innovation strategically and maintains a portfolio of ideas that function well in relation to each other. In fact, strategy, leadership and capabilities are the foundation but culture is the enabler.

Scaling-Up: The Foundation

Integrative Innovation

The – in the truest sense of words – ‘billion-dollar-question’ we are addressing is: How can companies generate more business impact from non-incremental innovation? The solution to this question lies in the middle part of an end-to-end process for non-incremental innovation. In Dual Innovation, this Playing Field has its own, dedicated operating model, just like the explorative and the exploitative innovation domain.

Distinct Approaches to Business Model Innovation

Integrative Innovation

Business model innovation (BMI) is becoming ever more important as it turns out increasingly difficult for companies to differentiate based on products and services alone. Moreover, a business model has to fit a company’s unique combination of strategy, culture and competencies in order to succeed. Directions of impact for business model innovation. Reinventors do not need to be radical. Innovation for these companies is not a onetime effort.

The Case for Dual Innovation

Tim Kastelle

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. As recently outlined, I consider organizational ambidexterity to be a key innovation issue for organizations in 2016 and beyond. Let’s sum up some relevant findings of these studies, making the case for dual innovation management: BCG: Most Innovative Companies 2014 .

Survey 156

Is it REALLY disruptive? It matters.

Innovation Excellence

At the recent ISPIM conference, I sat in several presentations ostensibly describing approaches to disruptive innovation when, in reality, it was difficult to see what (a market or a company) was actually being disrupted. They were really talking about breakthrough or radical innovation. Disruption Growth Innovation Leadership Product Innovation R&D Strategy Disruptive Innovation growth Innovation Management

Innovation and Organizational Culture

Integrative Innovation

Recently, the Boston Consulting Group (BCG) has published key findings of their latest “ Most Innovative Companies 2014 ” survey. According to BCG’s research, successfully innovating companies approach innovation as a system. Adaptability and innovation culture. After studying innovation among 759 companies based in 17 major markets, Gerard J. Innovation. Organizational stumbling blocks to innovation culture.

Balancing Innovation via Organizational Ambidexterity – Part 3

Integrative Innovation

The first part highlighted that radical and incremental innovation build on two different innovation set-ups (exploration and exploitation, respect. In this final part, we illustrate that successful ambidexterity requires a well-managed hand-over from the explorative to the exploitative set-up. New research: ambidexterity well done is a key driver for innovation performance. Analyzing ambidexterity: the “extended innovation funnel” model.

Innovation is Not Necessarily Disruptive

Game-Changer

So, last week’s post Innovation is the opposite of what we’re pretending the word means hit a nerve; as it should. Some people quickly commented that disruptive and radical innovation is rare and that 99% of established organizations really pursue incremental innovation: @PaulBromford @jorgebarba Good post, but I would suggest that it focuses on the radical disruptive end of the spectrum. Continuous small innovations matter as well.

How Human Resources Can Drive Innovation?

Ankush Chopra

If you ask someone the question “which function drives innovation in a company?”, But as you start digging deeper, additional responses will be Marketing, Supply Chain, Engineering, and Information Technology drive innovation. But HR has a massive impact on innovation – much more than people realize. So let’s understand how Human Resources can drive innovation? The post How Human Resources Can Drive Innovation?

15 most important Innovation Theories your company should be using

Idea to Value

Every company says that innovation is important, and that they value the ideas of their people. Yet the problem lies in the fact that so few established companies actually know how to go about getting value out of their innovation ambitions, let alone turning it into profit. In fact, according to some estimates by Doblin , 96% of all new innovations which established companies attempt fail to make a return on investment. Suggested viewing: 12 – Disruptive Innovation.

Lessons from the master of war: Antibodies, Part 3 of 6.

Innovation 360 Group

This is the path of a flexible, agile, intelligent innovator. Test radical ideas and be ready to fail. In our own research on radical versus incremental innovators, mentioned in episode one, we found that radical innovators are more structured and there’s one very good reason for that. Incremental innovators improve slightly but they never have a chance at survival because market dynamics and the world itself are changing faster than they can.

A Structured Cultural Approach Managing Uncertainty

Innovation 360 Group

New technologies can be deployed with a swipe of a finger, appearing across billions of devices all over the world, changing market dynamics in a heartbeat, while competition from emerging markets isn’t just producing cheaper goods and copycat products, but radically redefining the terms of production and distribution. Defining innovation. Many people view innovation as spontaneous, unorganized and unpredictable. Building a culture of innovation. Why do we innovate?

Tomorrow thinking for CEOs

The Future Shapers

In his latest book “The day after tomorrow”, he is asking four pertinent questions to help you with that a bit more: Why is it almost impossible for large organisations to spot new and radical technologies quickly, and develop their potential? They know that the battle between every startup and incumbent comes down to whether the incumbent innovates before the startup gets distribution. Organisational design will eat strategy and culture. Innovation is a contact sport.

Agile 64

Recipe for innovation lab success, valid across the firm?

Innovation 360 Group

It turns out many of the findings are possible to adopt for innovation efforts across your company. In a recent article in HBR, Simone Bhan Ahuja summarizes his experiences with corporate innovation labs: [link]. First a short TLDR of Simones article: Up to 90% of innovation labs fail to deliver on their promise ( up to 90%, one expert says ). Pitfalls for innovation labs according to Simone: Lack of alignment with the business.

Four Flashing Warning Signs You Can’t Ignore

Innovation 360 Group

Detail oriented teams need to innovate around efficiency and productivity to get the most profit or growth from your current S-Curve. But at the same time, you have to put assemble a creative team who can innovate around future capabilities and find your next S-Curve. You prolong your value proposition through incremental innovation and jump to the next is with radical innovation. Blog Innovation ManagementBusiness Rescue: Part II.

The Case for Dual Innovation

Integrative Innovation

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. As recently outlined, I consider organizational ambidexterity to be a key innovation issue for organizations in 2016 and beyond. Let’s sum up some relevant findings of these studies, making the case for dual innovation management: BCG: Most Innovative Companies 2014 . Accenture: 2015 US Innovation Survey.

35 Ways to Use Idea Management Software to Drive Business Results

The Future Shapers

Getting the best out of your idea management system (IMS) requires some planning and know-how, and a well thought through approach will definitely yield above average ROI. So, if you’re not sure where to start with idea management, asking your employees how they’d improve the current processes related to their own work is a brilliant way to do that. Most companies have experienced and very capable sales managers who take a very systematic approach to leading sales by the numbers.

Innovation communications: the crucial importance of stories and shared language

The Future Shapers

Many years ago, when I managed the communications function for a leading digital innovation agency in London, we were engaged on a project for Sony. And nowhere is this lesson more important than in communicating about innovation. Building innovation culture with shared language. Many articles have been devoted to the importance of building a culture of innovation in your business, and there are a number of elements that can contribute.

Key Innovation Issues for 2016 and Beyond

Integrative Innovation

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. From my point of view, all of the issues pinned down at that time have gained significant importance, are being intensively debated and can still be considered cutting-edge for companies to stay ahead in managing innovation. Reinvention through business model innovation.

Co-innovation: the concept, its benefits, and why you need to embrace it

hackerearth

Innovation is the key to gaining and sustaining competitive advantage, especially in today’s fast-paced, tech-fueled business ecosystem. Traditionally, many organizations used their own knowledge monopoly to innovate and deliver dominant technologies and products to the market. However, businesses soon understood that innovation cannot take place in a vacuum and it requires different points of view, diverse skill sets, and collaboration. What is co-innovation?

Yellow Belt Grading – Stockholm

Innovation 360 Group

Provide tools, methods and best practices how to implement an Innovation Management System. Innovation Governance Models – How to align innovation with strategy. Innovation Process – How to translate creativity into value. Organizational Design – How to setup for a long-term innovation culture. Organizational Design Principles: Innovation Centres, Satellites, Integrated – Pro and Cons. Coaching for Radical Innovation.

Innovation and Organizational Culture

Tim Kastelle

Recently, the Boston Consulting Group (BCG) has published key findings of their latest “ Most Innovative Companies 2014 ” survey. According to BCG’s research, successfully innovating companies approach innovation as a system. Adaptability and innovation culture. After studying innovation among 759 companies based in 17 major markets, Gerard J. Innovation. Organizational stumbling blocks to innovation culture.

Yellow Belt Grading – Stockholm

Innovation 360 Group

Provide tools, methods and best practices how to implement an Innovation Management System. Innovation Governance Models – How to align innovation with strategy. Innovation Process – How to translate creativity into value. Organizational Design – How to setup for a long-term innovation culture. Organizational Design Principles: Innovation Centres, Satellites, Integrated – Pro and Cons. Coaching for Radical Innovation.

Yellow Belt accreditation – Washington DC 

Innovation 360 Group

Provide tools, methods and best practices how to implement an Innovation Management System. Innovation Governance Models – How to align innovation with strategy. Innovation Process – How to translate creativity into value. Organizational Design – How to setup for a long-term innovation culture. Organizational Design Principles: Innovation Centres, Satellites, Integrated – Pro and Cons. Coaching for Radical Innovation.

Yellow Belt Grading – New York City

Innovation 360 Group

Provide tools, methods and best practices how to implement an Innovation Management System. Innovation Governance Models – How to align innovation with strategy. Innovation Process – How to translate creativity into value. Organizational Design – How to setup for a long-term innovation culture. Organizational Design Principles: Innovation Centres, Satellites, Integrated – Pro and Cons. Coaching for Radical Innovation.