Business Model Innovation2021-06-18T07:54:52-07:00
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How to Digitally Spark Corporate Innovation

July 9th, 2020|

To maintain relevance in the global competitive market, many companies already focus on the development and implementation of innovations, even using digital tools. But, in times of crisis, this focus is most likely to be lost when most businesses concentrate on keeping the daily business running.

Mastering Radical Innovation – Turning Threat into Opportunity

June 15th, 2011|

Radical innovation presents both a threat and an opportunity to firms. It has frequently turned entire industries on their heads. History shows us that large, successful firms may very suddenly become vulnerable when the underlying technology shifts. In this in-depth article Christian Sandström examines how radical innovation can be managed, despite the seemingly insurmountable problems created by the transition from one technology to another.

Strategy as an Innovative Design Process

June 8th, 2011|

Unpredictable, turbulent markets and fluid industry boundaries characterize today's global economy. Yet our approaches to strategic planning, formed in the closed markets of the Industrial Age, often assume exactly the opposite. As a result, companies are mired in commoditization, industry disruptions from unexpected competitors, stalled growth, and tentative strategies. To gain the agility needed to thrive in today's complex and demanding open markets, strategy must become an innovative design process focused on value creation, says Kay Plantes.

Why Business Model Innovation is Critically Important Today

March 29th, 2011|

One of the few ways left for companies to protect their margins is through business model differentiation. According to Kay Plantes, business models have become the new basis of competition, replacing product features and benefits as the playing field on which companies emerge as dominant or laggards.

Notes on Discernment – New Practice for the C-Suite

February 9th, 2011|

Executives and management leaders need to adopt a new style of engagement with their people and ideas if they are to produce the change their organisations need. Kevin McDermott of Collective Intelligence believes this new ‘discernment' mindset could alter our expectation of what senior managers do in the 21st Century corporation.

Managing Information, People and IT to Improve Business Performance

January 17th, 2011|

How can companies acquire greater maturity in the use of information? Ground-breaking research reveals some answers. Following an ambitious program of “field” research – involving more than 1200 managers in more than 100 companies across 26 economic sectors and 40 countries – we at IMD have scientifically demonstrated a causal link between a company’s performance and its maturity with regard to its “information orientation” (IO)

How Partners React to an Open Innovation Strategy

November 9th, 2010|

I have cited Psion Teklogix, provider of rugged mobile computers, several times on my blog for their promising approach to open innovation. Last month, the company took a big step forward with its strategic interpretation of open innovation – called Open Source Mobility (OSM) – when it brought its global partners together for a series of conferences at which they unveiled a new platform designed to give resellers and developer partners the opportunity to co-create with Psion.

Strategically Engaging Your Organization

October 4th, 2010|

Strategic management today must focus not only on meeting short term targets and budgets but also on building an organization prepared to succeed and lead into the future. This is obvious, you may say. But how is this simple reality reflected in how we strategically lead and engage our organizations? Read more in this article by IMD Professor Thomas Malnight.

Developing an Innovation Toolbox

September 30th, 2010|

InnovationManagement spoke to Alexander Osterwalder, sought-after author, speaker, workshop facilitator and adviser on the topic of business model design and innovation. Find out more about his views on innovation management, what projects he is currently working on, and why big organizations should enable their creative innovators.

How do Innovation Intermediaries Help you to Implement Open Innovation?

September 13th, 2010|

Up to now, several innovation intermediaries have assisted managers to transgress the boundaries from closed to open innovation and facilitated the access to opaque and highly difficult to connect technology markets. Examples such as NineSigma, Innocentive, Innovaro and Yet2.com have been specificaly helpful for technological problems requiring solutions fromom distant and distinct innovation actors. This work aims to address the lack of continuous effort to study the content, structure and governance mechanisms of these intermediaries as well as other less publicized forms such as incubators, innovation agencies, science and technology parks that further complement innovative practices. How do innovation intermediaries help you to implement open innovation?

Keeping a Constant Flow of Innovations at BASF

August 23rd, 2010|

InnovationManagement recently spoke to Dr Thomas Weber, Managing Director of BASF’s Future Business, about what it takes for a large company to maintain a constant flow of innovation ideas and a spirit of enthusiasm to feed the pipeline.

Defining an Innovative Firm – It is Much More Than Technology

August 10th, 2010|

Innovation is very much the word of the moment. We hear it used in science, the arts, in politics, in society, and often for good reason. For example, the creation and building of the European Union, is one of the most innovative – and indeed frustrating – processes in history. So what actually is innovation? Read more in this article by IMD professor Georges Haour, IMD, one of the world's top business schools.

Discover New Possibilities with Reverse Innovation

July 2nd, 2010|

Before the radical shifts in technology disrupt the industry fabric, there exists a great potential to appropriate value from the market through incremental product and business model innovations. The less intense the competition, less matured the market - larger is the potential. The emerging markets of the world the BRICs (where s could stand for the plurality as well as South Africa), have long been projected as the markets to invest in.

How to Manage in the Age of Turbulence

May 24th, 2010|

In times of global turbulence the role of innovation is more important than ever. InnovationManagement spoke to global strategist John Caslione who, together with marketing guru Philip Kotler, recently published their new book CHAOTICS: The Business of Managing and Marketing in The Age of Turbulence.

Collaborating Downstream in Emerging Markets

May 24th, 2010|

Not so long ago, internal R&D activities were considered one of the most valuable assets a company could have. The rather “outmoded” concept of closed innovation, in contrast to open innovation, was built on self-reliance and on the principle that successful innovation required control and secrecy.

Innovating by combining existing things in new ways at Deutsche Post DHL

May 17th, 2010|

Petra Kiwitt is Executive Vice President of DHL Solutions & Innovations at Deutsche Post DHL. The Group with nearly 500.000 employees in 220 countries provides package and mail services as well as comprehensive logistics solutions for customers all around the world. Petra Kiwitt’s biggest challenge is to stimulate and coordinate innovations which ultimately will lead to even more efficient logistic solutions for the customers. A new built Innovation Community brings people together, lets them share ideas and sometimes encourages them to do ‘old’ things in new ways.

Innovating Products, Processes and Business Models in India

April 26th, 2010|

Over the past few years, innovation in India as a corporate theme has constantly gained importance, becoming a prerequisite for long-term success, or maybe even survival, due to the discontinuous pace of change of the environment. Thus, innovation has now reached for some companies as a corporate priority, affecting every single aspect of an organisation.

True Innovation – The Key to Success

April 12th, 2010|

“There are no quick fixes and no easy answers for succeeding at innovation” says Dr Robert Cooper, senior consultant to Fortune 500 firms and top scholar in the field of innovation management (PDMA) in an interview with InnovationManagement. “It’s back to basics – an aggressive innovation strategy that focuses your businesses’ R&D efforts; effective portfolio manage to pick tomorrow’s growth engines; a climate and culture that fosters innovation in your business; and a robust idea-to-launch system.”

Reinventing Knowledge Management to Innovate

March 30th, 2010|

There has been a shift from the emphasis on what people called the “information value chain” to “knowledge value chain” for quite some time. The environments are shrewd and unpredictable in this world of growing competition and rapid technological progress. The information value chain just served as a database of “best practices” whereas “knowledge value chain” emphasizes on the active sense making of human beings handling business.

Ideas management: What if there are no ideas?

March 15th, 2010|

‘Innovation starts from the top’ is a frequently used phrase; but there are many steps involved in a successful innovation strategy. What unfortunately I too often see, and in many organizations, is a huge gap between top management thinking and the understanding in the rest of the organization about innovation. Everybody might agree that innovation is important in principle. They might even be in agreement about the particular process that could bring new ideas to fruition, and implement new thinking in an innovation. This is all fine – but what if there are no new ideas?

Is the Business Model of Management Consultancy Dead?

February 5th, 2010|

It is coming our way, and we had better be prepared and ready. What (probably rightly) began in the legal industry is hitting management consultancy: an outcry against paying by the hour and paying premium rates for consultants just out of business school. Let me be straight out: I am worried but excited! Worried because I foresee a market shift that will erode and potentially eradicate the business model of management consultancy as we know it today. Exited because we (the readers), through InnovationManagement, have the chance to innovate the business model!