Tag Archives: Innovation Strategy

3 E’s of Effective Innovation Leadership

Leader

Legacy companies like Apple, Xerox and IBM have transformed their organizations over the past 30 years to stay competitive in an ever-evolving market. This kind of transformational change is not easy for any organization, small or large. In fact, 70% of all change efforts fail. So what can you do to improve your odds of success? One of the most ...

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How to Protect Breakthrough Innovation

How to Protect Breakthrough Innovation

A company’s portfolio can generally be segmented into three types of innovation: incremental, adjacent, and breakthrough. Incremental innovations are minor improvements to existing products or small steps in to a new market. Adjacent innovations are more novel than incremental innovations and often involve applying an existing core competency in a new area. Breakthrough innovations, often referred to as transformational, radical, ...

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Ethnography Alone Cannot Generate Transformative Insights

Ethnographer

Consumer anthropology offers such refreshing insights into the marketplace, re-humanizing the relationship between people, things and stores in very profound and moving ways. This movement also has helped stores get their noses out of spreadsheet and theories and keep their eye on the customer experience. Whether in-store or online, this ethnographic sensitivity has positively been leveraged to optimize the present ...

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What Types of Innovation Projects Should Be Included In Your Portfolio?

portfolio

Question: We’re a very large, well-known consumer products company, and our portfolio is actually quite complex, as we have many different types of initiatives included, all at vastly different stages. In fact, we often debate whether certain projects should be included at all. Do you have any leading practices related to defining what should be included, what should be left ...

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A Model for Dual Corporate Innovation Management

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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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