In the first part of a 3-part article series innovation-3’s Frank Mattes and Integrative Innovation’s Ralph-Christian Ohr worked out why successful firms need to balance radical and incremental innovation. They introduced the concept of organizational ambidexterity as an appropriate way for simultaneously conducting exploration and exploitation, the two paradigms behind radical and incremental innovation.This second part shows some best practice examples of how the most innovative firms are setting up organizational ambidexterity.
Agility, innovation, and operational excellence form the transformation triangle. Whether you’re slinging tacos or manufacturing durable glass for iPhones, your company needs all three to survive and thrive.
September 10, 2012 | By: Chuck Frey | In:
Forbes magazine’s list of the World’s Most Innovative Companies bases its ranking on a metric called the Innovation Premium. How does your company stand up using this measure of innovation success?
What do General Electric (GE), Procter & Gamble (P&G) and IBM have in common? All three companies nurture and energize talent, carving out the necessary resources to invest in recruiting, selecting and growing the people who will become their future leaders. This, in turn, provides a fertile setting for innovation to thrive.
July 3, 2012 | By: Chuck Frey | In:
A couple of years ago, it seemed that everybody in the external innovation business aspired to be “partner of choice.” That is, they wanted to be the company that external partners would preferentially approach with unsolicited new opportunities. Michael Fruhling is pleased to report that a number of companies have really stepped up their external partnering “game.”
June 21, 2012 | By: Chuck Frey | In:
Ken Klimpel, Colgate Palmolive’s Worldwide Director of External Innovation and Outreach shares his perspective on some aspects of the approach he and his company take to drive their open innovation successes.