Balancing Innovation Via Organizational Ambidexterity – Part 1

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

How to Shock Management into Rethinking the Business Model – Prove They can be Blindsided by a Fingerprint

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.

Fertile Ground for the Ideation Seed

Depending on the people involved, their motivations, and the phase of the moon, you may or may not find fertile ground for the practice of collaborative innovation. In this article innovation architect Doug Collins explores the fecund places that you, as a practitioner, may want to think about planting your seed of ideation to ensure a bountiful harvest.

Four of Five Social Innovators Recommend…

Gartner predicts that four of five large enterprises that pursue social innovation with their employees and the world at large will, over the next couple years, fail in their endeavors. Ouch. Meatloaf gave better odds. In this article innovation architect Doug Collins explores how you might increase the odds of gaining a coveted membership to the twenty percent club.

A Strategically-Focused Innovation Process

Many people assume that creating new ideas is the beginning of the innovation process, but actually that’s not true, according to Langdon Morris. He explains that ideation occurs in the middle of a disciplined, strategically-focused innovation process. In this article, he outlines an 8-step innovation process that promises better results than the traditional 'spray and pray' approach to developing and managing ideas.

Searching for Needs is the Best Innovation Strategy

Is it possible that only a quarter of all companies are highly effective at the front end of innovation? If so, what kinds of companies are most successful at the ideation and conversion stages? Gijs van Wulfen describes three different kinds of companies and suggests the Need Seekers strategy offers the greatest potential for superior performance in the long term.

How to Make Business Model Innovation Happen

One of many good reasons for you to focus on your business model is that companies focusing on Business Model Innovation outperform their industry peers in terms of operating margin and total shareholder return. In this in depth article Marc Sniukas provides you with a framework to describe your business model in three easy steps; a process to start and drive Business Model Innovation within your company and an overview of tools and how they can be used in Business Model Innovation.

Can Companies Sidestep Disruptive Innovation?

Can companies sidestep or blunt the effects of disruptive innovation? It's possible, but not likely, explains Steve Denning in a recent Forbes column.

How to Implement Radical Business Models

To be successful in radical business model innovation requires companies to go beyond the traditional modeling: ideas are only one part of the innovation equation. Business model implementation requires structural changes in your organization; otherwise, you will just get stuck with a beautiful model on paper.

What is Business Model Innovation and How Can you Implement it?

Business model innovation is a potentially powerful strategy for growing your business in the current recessionary economy. In this article, Jeffrey Baumgartner provides a helpful overview of it, and outlines some ways in which your organization may be able to leverage it.

How to Link Design, Marketing and Innovation

Over recent years the terms innovation and design thinking have taken on a life of their own through a variety of channels and media. Millions of words have been written on these topics by journalists, consultants, practitioners, and curious bystanders. Then throw in discussions about design itself and an even wider range of opinions emerge. What is a business leader supposed to make of all of this?

To Focus Employees on Innovation, Align Their Goals and Compensation

The ability to deliver new value requires systemic evolution in business strategy, culture, organizational design, and customer awareness. Employees can and will deliver new customer value, but the way they are paid and directed must change first and then the results will follow.

Innovating with CSR

I happened to learn about a new book by the legendary Charles Handy when I visited him a couple of months back at his home in Norfolk England ' the new philanthropists'. True to the title of the Book of probably Britain's most prolific management thinker (together written with his wife Elizabeth who is a portrait photographer), Charles talks about a new trend of successful young businessmen who don't only believe in giving money for just causes but by working on the spot with the needy so as to create a sustainable impact. He offers examples from entrepreneurs from South Africa, Ireland and Australia among others.

Is the Business Model of Management Consultancy Dead?

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!