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Building Capacity for Breakthrough Innovation

Innov8rs

This distinction is crucial because the management systems, support structures, and resources required to nurture breakthrough innovations differ significantly from those needed for more incremental changes. Organizations must develop a capability for breakthrough innovation that goes beyond traditional R&D functions.

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8 Types of Innovation in Business: A Comprehensive Guide

Qmarkets

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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Monitor Your Innovation Capability in these Three Areas

Destination Innovation

Secondly, check the efficiency of your innovation evaluation process by monitoring how many ideas make it through the initial selection and into the next stage as projects. Thirdly, check how many projects become prototypes and how many prototypes become new products. How many people are engaged in innovation activities?

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Treat Your Innovation Pipeline just like your Sales Pipeline

Destination Innovation

The pipeline of innovation projects for new and improved products and services is also strategically vital for the business but typically it is not treated with the same attention or importance. For each item in the pipeline we need an estimate of its cost to develop and projected payback. What are the barriers for each project?

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Seven Strong Reasons not to Innovate

Destination Innovation

Innovation is risky. Most radical innovations fail so let’s just keep making our current products and services better. Everyone is busy but we have to find time and resources for innovation. Highly innovative companies like Google allocate up to 20% of employees’ time for exploration of new initiatives.

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

Innovation 360 Group

All companies have a conscious or unconscious strategy, leadership, culture, capabilities, and competencies they use to improve and innovate business internally (e.g. According to Steve Coley (2009) the innovation work can be divided into three parallel Horizons , each one representing an S-Curve. value proposition).

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

Innovation 360

All companies have a conscious or unconscious strategy, leadership, culture, capabilities, and competencies they use to improve and innovate business internally (e.g. According to Steve Coley (2009) the innovation work can be divided into three parallel Horizons , each one representing an S-Curve. value proposition).

Company 40