How to Spot and Nurture Innovation Talent

In this issue of the American Management Association’s MWorld’s Leader’s Edge Scott D. Anthony provides pointers for executives seeking to identify the hidden innovators within their companies and tips for how to develop the next generation of innovation talent.

Building an Innovation Dynasty

Success requires going beyond winning once to developing deep capabilities that allow a company to repeatedly disarm disruptive threats and seize new growth opportunities. Borrowing a metaphor from the sports (or geopolitical) world, it requires creating an “Innovation Dynasty” that can, year after year, churn out successful growth businesses.

Chapter 10 of The Innovator’s Solution by Clayton M. Christensen and Michael E. Raynor (Harvard … [ Read more ]

Innovating On Your Own Terms

IBM Global Business Services, Innosight, and APQC’s research has shown the fallacy in the assumption that successful innovation will come simply by replicating the approach used by other successful innovators. A survey of 90 companies across multiple industries and 14 countries shows that the sourcing, shaping and implementation of ideas at innovative firms tends to conform to a small number of innovation archetypes, which represent … [ Read more ]

Product for Hire

Master the innovation life cycle with a jobs-to-be-done perspective of markets.

Maximizing the Returns from Research

To profit from technology, companies need to change their strategy and begin selling the embodiment of that technology at the ever-shifting point of modular decoupling.

Scott D. Anthony and Mark W. Johnson and Joe Sinfield

Broadly speaking, organic growth can come from natural expansion of the core business, moves into near-in adjacent markets, and the creation of entirely new growth businesses. Companies need to have a rough estimate of their ultimate top-line and bottom-line goals, and how much growth they can reasonably expect to get from each of those three categories.

Scott D. Anthony and Mark W. Johnson and Joe Sinfield

Companies have to treat different types of innovation opportunities differently. Companies routinely organize differently to solve fundamentally different problems, yet the area of growth is all too often lumped into one managerial process, governed by one set of metrics. An incremental improvement in an existing market has to be measured, monitored, and managed differently than a completely new strategy that might go into a … [ Read more ]

Scott D. Anthony and Mark W. Johnson and Joe Sinfield

When a company is heading in a new direction, senior managers need to be problem solvers, not just problem finders.

Clayton M. Christensen and Mark Johnson

The term “business model” often describes the profit formula used by the company to generate its income. However, we have seen fit to increase the scope of the term business model beyond profit model to include how the company delivers value to the customer and, subsequently, how the company organizes resources and processes to support both its profit model and customer value propositions. External interactions … [ Read more ]