722 Posts Found

As a rule, large organizations do a poor job of distinguishing between high-profile roles that require a top professional skilled at optimizing a known space (a performer) and roles that require one skilled at redefining or disrupting that space (a producer). If your company is performer-centric, all successful activity looks like performance, and all roles look like performers’ roles. You may be wasting your best … [ Read more ]

Content: Quotation | Authors: John Sviokla, Mitch Cohen | Source: strategy+business | Subjects: Innovation, Management, Organizational Behavior

Before the start of any project, management needs to clarify whether the product development plan will follow a radical or conventional approach. Products that involve both new technology and a new market are certainly radical, but categorizing those that involve only new technology or a new market will require judgment. Leaders need to factor in their organization’s innovation expertise. Most breakthrough products that are truly … [ Read more ]

Content: Quotation | Authors: Andreas Maurer, David Küpper, Kim Wagner, Markus Lorenz | Source: Boston Consulting Group (BCG) | Subject: Innovation

The idea that an enterprise should carefully construct a portfolio of innovation initiatives holds great appeal strategically, but in practice it has the downside of centralizing decision-making power, and therefore slowing down innovation.

Content: Quotation | Source: Harvard Business Review | Subject: Innovation

Innovation often begins with a question. In fact, disruptive innovators ask more questions than non-innovators—and their questions tend to be more provocative. That’s what we found in a recent eight-year research project. Our study unveiled five innovation skills (associational thinking, observing, idea networking, experimenting and questioning) that anyone, including CEOs, can use to discover disruptive new business models, products, services and processes. Of these five … [ Read more ]

Content: Article | Authors: Clayton M. Christensen, Hal Gregersen, Jeffrey Dyer | Source: Chief Executive | Subject: Innovation

“Market-oriented” firms are better able to innovate consistently, but getting there requires complex and demanding organizational change.

Content: Article | Author: Hubert Gatignon | Source: INSEAD Knowledge | Subjects: Innovation, Management, Organizational Behavior, Strategy

The sexiest idea to come out of business schools in decades has major flaws, a new study says.

Content: Article | Author: Natalie Kitroeff | Source: BusinessWeek | Subject: Innovation

Jeffrey Dyer, Hal Gregersen, and Clayton Christensen build on what we know about disruptive innovation to show how individuals can develop the skills necessary to move progressively from idea to impact.

By identifying behaviors of the world’s best innovators—from leaders at Amazon and Apple to those at Google, Skype, and Virgin Group—the authors outline five discovery skills that distinguish innovative entrepreneurs and executives from ordinary managers: … [ Read more ]

Content: Book | Author: Jeffrey Dyer | Subject: Innovation

Leaders hoping to boost their ability to drive growth through innovation need to simultaneously direct it strategically, pursue it rigorously, resource it intensively, monitor it methodically, and nurture it carefully. This is clearly not easy stuff. Many of the most common missteps we see companies make would fit nicely in Steve Kerr’s management classic, “The folly of rewarding A, while hoping for B.” Here are … [ Read more ]

Content: Article | Author: Scott Anthony | Source: Harvard Business Review | Subject: Innovation

If you try to do some big thing, you don’t just need it to be big; you need it to be good. And it’s really hard to do big and good simultaneously. So, what that means is you can either do something small and good and then gradually make it bigger, or do something big and bad and gradually make it better. And you know … [ Read more ]

Content: Quotation | Author: Paul Graham | Source: Inc. Magazine | Subjects: Innovation, Management

Performance incentives may encourage employees to deliver but when it comes to innovation it’s by no means certain they trigger the best results.

Content: Article | Authors: Philipp Meyer-Doyle, Sunkee Lee | Source: INSEAD Knowledge | Subjects: Innovation, Management, Organizational Behavior

Failure doesn’t mean you are a failure. It just means you haven’t succeeded yet.

Content: Quotation | Source: OPEN Forum (American Express) | Subjects: Innovation, Success / Failure

Involving outsiders in the creative process of developing products and services is harder than it sounds. Here’s how leading companies do it.

Content: Article | Author: Jacques Bughin | Source: McKinsey Quarterly | Subject: Innovation

For many years, executives equated innovation with the development of new products. But creating new products is only one way to innovate, and on its own, it provides the lowest return on investment and the least competitive advantage.

Initially developed in 1998, the Ten Types of Innovation showed that companies that integrate multiple types of innovation will develop offerings that are more difficult to copy and … [ Read more ]

Content: Article | Author: Larry Keeley | Source: Deloitte | Subject: Innovation

Ten years of research reveal the best R&D strategies for the decade ahead.

Content: Article | Authors: Barry Jaruzelski, Brad Goehle, Volker Staack | Source: strategy+business | Subjects: Best Practices, Innovation

Many of the best organizations are learning organizations that encourage their employees to take time to think creatively and innovate. Do you put a priority on learning? Here’s an idea to use your time in clever ways to advance your learning and thus your effectiveness.

Content: Article | Authors: Andy Boynton, Bill Fischer | Source: Chief Executive | Subjects: Innovation, Management, Organizational Behavior, Personal Development

Reverse Innovation is the new business idea everyone is talking about. Why? Because it presents the blueprint for scaling growth in emerging markets, and importing low-cost and high impact innovations to mature ones.

Innovation is no longer the exclusive domain of the Silicon Valley elite. Reverse Innovation will open your eyes to the fact that the dynamics of global innovation are changing—and if you want your … [ Read more ]

Content: Book | Authors: Chris Trimble, Indra K. Nooyi, Vijay Govindarajan | Subject: Innovation

“Innovation” means more than just “new”—it means breaking a constraint, doing what had previously been, at best, only imaginable. Going beyond the current limits of the possible demands a suite of organizational tools that, like many types of medication, can have near-miraculous effects but insidious side effects. Indeed, freedom from strategic, financial, and operational constraints can be crucial to breaking new ground, but it can … [ Read more ]

Content: Quotation | Author: Michael E. Raynor | Source: The Conference Board Review | Subject: Innovation

Growth is hard to achieve—and creating value through growth is even harder. Embracing comprehensive business-model innovation can give a company a crucial edge over those rivals that try to drive growth by pulling individual levers such as pricing or product extension.

Content: Article | Authors: Charles Hendren, Zhenya Lindgardt | Source: Boston Consulting Group (BCG) | Subjects: Innovation, Management, Strategy

Almost everyone thinks successful innovation starts with a great idea. Almost everyone is wrong. The great idea comes second. You must begin with the killer insight, a deep truth significant enough that it helps you make a meaningful number of sales or allows you to forge relationships with a large number of people.

Why is developing the insight the place to begin? That’s simple. Insights … [ Read more ]

Content: Quotation | Source: The Conference Board Review | Subject: Innovation

In recent decades, one of management’s objectives has been to add discipline to innovation. Companies have greatly improved the efficiency of new-product development, and managers have been able to draw on a variety of processes, methods, and tools to maximize the return on their R&D investment.

Unfortunately, these advances have had the unintended consequence of discouraging radical innovation: technical breakthroughs that render existing products obsolete or … [ Read more ]

Content: Article | Authors: Andreas Maurer, David Küpper, Kim Wagner, Markus Lorenz | Source: Boston Consulting Group (BCG) | Subject: Innovation