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.
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.