Breakthrough innovation is not something everyone can accomplish. You have to systematically develop the capability to execute it successfully, and that is something you do not achieve overnight.
Embracing an intrapreneurial mindset, which intentionally disrupts things from the inside out and often from the bottom up, is a radical concept for companies that thrive on stability and predictability. However, if an enterprise is committed to developing its innovation capability through intrapreneurship, three groups of people must be mobilized to make it happen: leadership, stakeholders, and innovation support.
Elmar Mock is the Founder of Creaholic, but he began his career as an engineer in a deteriorating watch industry. Elmar approached top-level management within his company with an insane idea, a new way to completely innovate the industry and improve sales. Everyone thought he was crazy and his co-workers distanced themselves from him, but that turned out to be a good thing.
Switzerland – a tiny country with few natural advantages – has become incredibly successful in the world of banking, pharmaceuticals, machinery, and more. James Breiding, author of the bestselling book, Swiss Made, explores the enabling factors for innovation in Switzerland. He makes the point that when an entrepreneur comes up with a new and innovative method or product, there will be resistance from those who have accepted the status quo. Entrepreneurs as well as intrapreneurs need to have thick skin if they wish to disrupt the market.
Where do you start when you want something new? Whether the aim is just an improvement, a small incremental change or something more unique, disruptive and breakthrough, the start will probably determine where you end up. Do you start jotting down ideas? Do you grab a whiteboard and Post-Its, get a few people in the room, and start brainstorming?
Piloting in business innovation means testing an idea effectively. This is not a straightforward process and requires addressing the right questions: What idea should we test? Which aspect of it? How should we go about testing? How should we measure the results? What do we allow these results to mean and what do we do afterwards?
Most companies recognize the need for breakthrough innovation – it can change the fundamental bases of competition, “rewrite the rules” of an industry and transform the prospects of the successful innovator. There is no one-size-fits-all model for how best to respond to this challenge. Arthur D. Little surveyed over 80 large organizations to explore how to deliver a consistent pipeline of radically new products, performance features, business models and market space.
In order to create Breakthrough Innovations, you need to abandon the corporate robot-zombie talk, says Andrew Benson. By cultivating an open and free form innovation culture organizations can avoid the idea logjams created by formal innovation processes.
Dr. Stephen Sweid has conducted more than a hundred structured group brainstorming sessions in recent years, as well as many one-to-one discussion sessions as a consultant and trainer. He has observed a number of common patterns related to timing and evolution of the brainstorming process.
Doing more of the same old product improvements, extensions and modifications – product renovation – won’t deliver the sales and profit impact needed to grow the business. To the great majority of businesses, product development means line extensions, improvements and product modifications and only serves to maintain market share. Firms increasingly compete for a piece of a shrinking pie by introducing one insignificant new product after another. The launch of a truly differentiated new product in mature markets is rare these days.
From incremental to breakthrough innovation projects, managers need to handle different activities and with them dissimilar venues of risks. In this article the internal, external and hidden risks of incremental, differential, radical, and breakthrough innovation projects are identified and ranked accordingly. In addition, for every category a general innovation eco-system has been analyzed.
How might you foment authentic breakthroughs through collaborative innovation? The fuzzy front end, by name and nature, fails to lend itself to foregone conclusions. Yet, as the innovation practitioner, you can take certain steps that increase the likelihood of achieving breakthroughs. In this article innovation architect Doug Collins explores the most critical steps for people who see the practice as a means of transforming the organization.
Organizational ambidexterity is becoming a Key Factor for Success in many industries. With a proper ambidextrous set-up, firms can optimally balance radical and incremental innovation.This is part 1 of a 3-part article co-written by innovation-3’s Frank Mattes and Ralph-Christian Ohr from Integrative Innovation. In this article we are showing the need for organizational ambidexterity, introduce the concept, show how it can be implemented and provide two case studies from leading German firms
Status quo bias is a proven cognitive bias that exists in all normal people. Innovation, especially breakthrough innovation, requires veering from the status quo. As a result, the average managers is all too likely not to approve a highly innovative idea, not because of any intrinsic flaw in the idea, but because the idea would require change. You need to work around this bias if you truly want your company to innovate.
Do you often find yourself procrastinating on important, yet non-urgent matters in order to take care of the stuff that needs immediate attention? This all-too-common circumstance also takes place on a larger scale. Bengt Järrehult walks us though how to deal with the incremental and breakthrough projects at the same time