Founders of new companies have a lot on their plate. With efforts and energies spread in so many different directions, it can be easy to lose sight of a very important role – being a good leader for your team. In this article, entrepreneur Sameer Bhatia lists a few ways you can set a good example and set your company up for success.
In 2014, you did all the right things and your business began to take off like a Harrier Jump Jet. However, now that you’ve been cruising at a high altitude for awhile, you can either choose to stay on course or go to a new level of elite performance.
The optimal balancing of radical and incremental innovation is becoming a Key Success Factor in many industries. Organizational ambidexterity is the approach to achieve this. With a best-in-class ambidextrous set-up, firms can become innovation leader.
The changing global economy creates special challenges for leaders of multinational subsidiaries. History shows that innovation is key to survival. This series of articles explores this challenge and offers subsidiary leaders a way to identify and implement innovative strategies to sustain local operations and create added value for their parent corporation. It also looks at how corporate managers can help drive more innovation from global subsidiaries.
In the first part of a 3-part article series innovation-3’s Frank Mattes and Integrative Innovation’s Ralph-Christian Ohr worked out why successful firms need to balance radical and incremental innovation. They introduced the concept of organizational ambidexterity as an appropriate way for simultaneously conducting exploration and exploitation, the two paradigms behind radical and incremental innovation.This second part shows some best practice examples of how the most innovative firms are setting up organizational ambidexterity.
The changing global economy creates special challenges for leaders of multinational subsidiaries. History shows that innovation is key to survival. This series of articles explores this challenge and offers subsidiary leaders a way to identify and implement innovative strategies to sustain local operations and create added value for their parent corporation. It also looks at how corporate managers can help drive more innovation from global subsidiaries.
The changing global economy creates special challenges for leaders of multinational subsidiaries. History shows that innovation is key to survival. This series of articles explores this challenge and offers subsidiary leaders a way to identify and implement innovative strategies to sustain local operations and create added value for the corporation. It also looks at how corporate managers can help drive more innovation from global subsidiaries.
The Nordic countries have a high number of start-up companies but are struggling with scaling their entrepreneurs, start-ups and innovations to global large-scale operations and companies. Yet, one Nordic company namely Denmark’s Vestas Wind Systems managed to become world-beater within the global wind turbine industry. But but after 2008 Vestas has experienced a near death experience and is struggling for survival. Vestas’ story holds important lessons for other Nordic companies, not only within the renewable energy industry. It will here be argued that had Vestas paid more attention to what the management guru Peter Drucker labeled the five deadly business sins Vestas might have avoided getting into dire straits.
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
Despite a detailed process with countless hours of work, and sincere efforts to take a longer-term, strategic look at where to play and how to win, many businesses fail to anticipate fundamental shifts that should cause them to rethink their entire business model. The results are often disastrous - too many businesses end up on life support. This article presents a new concept called “Competitive Fingerprints” that will allow readers to anticipate shifts and adapt their business model to capitalize on future market realities.
Often times coming up with new ideas is not the hard part. In this example, a team came up with 752 new business ideas in a single workshop. But how can you pick the ‘right’ ideas? Gijs van Wulfen shares five lessons that he has learned in his innovation practice.
To succeed in a fast-paced competitive global economy, small and medium-sized entities (SMEs) are increasingly adopting Open Innovation (OI) management strategies. A lack of resources, however, frequently requires SMEs to implement OI strategies on their own without the assistance of a management strategy professional. This article offers clear, do-it-yourself steps to initiate an OI program successfully within an SME.
Owners and managers of small and medium sized companies (SMEs) are reluctant to hire consultants and even more so when it comes to innovation management consulting. And they often have good reasons to do so. They don’t see an appropriate value for the money and time they invest on innovation management consulting - especially since the quality and range of such services varies dramatically.
Incumbents. Everyone who isn’t one hates them and if they don’t already tease you enough from their ivory towers you just know that their lazy overpaid salesman is playing golf somewhere waiting for orders to drop into his inbox before he goes to the nineteenth hole. So how will your sales teams topple the golfer?
SMEs are perceived as the back-bone of most economies in Europe. Therefore, a lot of programs have been launched to support their growth. Over the past years, offering innovation support has become popular, complementing the well-known start-up financing and technology transfer programs. Despite the above, there is a level of dissatisfaction regarding the impact of these services.
