Growth

For Whom Do You Create New Products?

According to AcuPoll more than 95-percent of new products fail each year. This harrowing statistic should sound an alarm, one that says the way we approach the conceptualization and launch of new products does not work. Every year, billions of dollars shrivel down to zero. Careers and jobs lost. So much talent and energy gets wasted in the misdirected compulsion ...

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The Only Three Swim Lanes that Matter to a Business

  In the course of my training with business leaders, we inevitably come to the existential business question… “What is the purpose of a business?” This is a great question, and one with a very simple answer. The purpose of a business is to create value. That’s it.  To create value.  Plain and simple.  That is what a business does. ...

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Moving Into a New Innovation Era

Coming your way in 2017 There is a profound shift taking place, relating to innovation. Increasingly we are seeing a growing dissatisfaction on the impact that innovation is having; in growth, in returns, in market and customer impact. There is a search for new solutions. One of the implications is this growing recognition that innovation is rarely succeeding in isolation ...

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A Model for Dual Corporate Innovation Management

As rightly pointed out by Tim Kastelle recently, it’s imperative to distinguish discovery from execution when it comes to startup and innovation activities – bearing in mind that both purposes are complementary and equally important. Along with the case made in my previous post, this suggests following a dual approach to balanced corporate innovation management. The main objective of dual approaches is to sufficiently separate exploration-/discovery-oriented initiatives from exploitation-/execution-oriented ones ...

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The Case for Dual Innovation

The Case for Dual Innovation

The first time I was advocating the idea of a dual innovation approach, here also referred to as organizational ambidexterity, is now more than 5 years ago. At this time it became pretty obvious to me that this concept – academically worn-out but deficiently or not at all put into practice in most organizations – would be of increasing importance in the time to come. ...

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Is it REALLY disruptive? It matters.

Disrupting Disrupted

At the recent ISPIM conference, I sat in several presentations ostensibly describing approaches to disruptive innovation when, in reality, it was difficult to see what (a market or a company) was actually being disrupted. They were really talking about breakthrough or radical innovation.

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Business Transformation Is All About Feedback

We aim to optimize performance, hence the business term: Performance Management. Sounds simple, but of course it isn’t. Humans have a lust for control and have developed quite a few mental concepts to ‘control’ performance management; processes, ratings, manuals, competency frameworks, forms, collective labor agreements, etc.

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