Leadership LEAN Radical Innovation Reference 
Innovation 360 Group
MARCH 10, 2019
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. Leadership styles used deliberately.
Qmarkets
MARCH 27, 2024
Broad Categories of Innovation At the heart of the innovation spectrum lie two broad categories that encapsulate the range of strategies businesses can deploy: incremental innovation and radical (including disruptive) innovation.
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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. Leadership through vision and influence, rather than command and control, is required. Interactions are complex and unpredictable. Winner-takes-all dynamics play out.
Idea to Value
JULY 21, 2017
The TRIZ acronym comes from it’s original Russian name, and in English it is often referred to as a “theory of inventive problem solving” or TIPS. When should it be used: Every company should look at itself frequently to find out how it can build its innovation culture in a way that is right for them.
Paul Hobcraft
NOVEMBER 6, 2017
The innovation architecture is progressively being recognized and put into place, it’s forming the building blocks of the innovation platform we need to build upon, ones for more radical innovation outcomes. So the article “ Want to Win at Business Model Innovation?
Tim Kastelle
FEBRUARY 21, 2015
After studying innovation among 759 companies based in 17 major markets, Gerard J. Chandy found that corporate culture was a much more important driver of radical innovation than labor, capital, government or national culture. Leaders can, and often do, try to make corporate cultures more receptive to innovation.
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. Similarly, about 70 percent of disruptive innovators also lean toward a more centralized approach. Deloitte: Radical Innovation and Growth – Global Board Survey 2016.
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