incremental innovation

  • leap-innovation

    Leap Innovation: a Strategy to Get Ahead and Stay Relevant

    November 29, 2016 | By: | In: Strategies

    The importance of innovation for organizations to remain competitive is widely discussed and well accepted by scholars and practicing managers. However, failures in innovation attempts are quite common and raise many questions. Why do firms with innovative products fail? Does market acceptance of innovations alone guarantee continuous success? Is it innovation strategy that can ensure long-term prosperity? One can argue that it is not only how to innovate that matters, but also where, what and when to innovate that make the difference.

  • value-incremental-innovation-vs-value-radical-innovation

    The Value of Disruptive Innovation vs. the Value of Incremental Innovation

    November 21, 2016 | By: | In: Enabling Factors, Strategies

    Most startups hope to disrupt their markets by delivering a novel idea or a more-suitable functionality—frequently at a lower price. Disruptive Innovation may be how your company arrives, but ultimately, as competition grows and your business and brand evolves, you will need incremental innovation to stay relevant.

  • Innovation Inspiration Creativity

    Taking the Guesswork Out of Innovation

    June 29, 2015 | By: | In: Enabling Factors

    Innovation has become a bit of a business buzzword. Every CEO and CIO worth their salt wants to be seen to be on the forefront, bringing new products and services to a market. However, it doesn’t always go to plan, and rushing in to things head first without the proper due diligence can land a company in hot water.

  • the-value-of-incremental-innovation

    The Value of Incremental Innovation

    May 13, 2015 | By: | In: Strategies

    In my first article in this series, I talked about the continued, and often misplaced, focus of corporate innovation leaders on developing disruptive innovation efforts. My basic argument within the article was the while “Big I” innovation can be a valid driver of growth. However, few companies are in the right position or have laid the appropriate groundwork to support and develop new, groundbreaking ideas, especially in the context of the existing organizational culture.

  • how-avoid-robot-zombie-innovation-create-breakthrough

    How to Avoid Robot-Zombie Innovation

    April 22, 2015 | By: | In: Organization & Culture

    In order to create Breakthrough Innovations, you need to abandon the corporate robot-zombie talk, says Andrew Benson. By cultivating an open and free form innovation culture organizations can avoid the idea logjams created by formal innovation processes.

  • Disappointed By Innovation Results? It’s The Culture, Stupid!

    Disappointed By Innovation Results? It’s The Culture!

    September 9, 2013 | By: | In: Organization & Culture

    Though companies invest into innovation they like results less and less. There seems to be a glass ceiling for driving innovation, which neither new tools and processes nor innovation consultants seem to crack. It is time to face the elephant in the room: company culture and its impact on innovation performance. Top management needs to learn deal with it. Then company culture will become a driver of innovation rather than getting in the way.

  • Balancing Innovation Via Organizational Ambidexterity

    Balancing Innovation via Organizational Ambidexterity – Part 2

    August 12, 2013 | By: | In: Organization & Culture

    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.

  • Risks of Incremental, Differential, Radical, and Breakthrough Innovation Projects

    Risks of Incremental, Differential, Radical, and Breakthrough Innovation Projects

    July 29, 2013 | By: | In: Enabling Factors

    From incremental to breakthrough innovation projects, managers need to handle different activities and with them dissimilar venues of risks. In this article the internal, external and hidden risks of incremental, differential, radical, and breakthrough innovation projects are identified and ranked accordingly. In addition, for every category a general innovation eco-system has been analyzed.

  • Balancing Innovation Via Organizational Ambidexterity

    Balancing Innovation Via Organizational Ambidexterity – Part 1

    May 29, 2013 | By: | In: Organization & Culture

    Organizational ambidexterity is becoming a Key Factor for Success in many industries. With a proper ambidextrous set-up, firms can optimally balance radical and incremental innovation.This is part 1 of a 3-part article co-written by innovation-3’s Frank Mattes and Ralph-Christian Ohr from Integrative Innovation. In this article we are showing the need for organizational ambidexterity, introduce the concept, show how it can be implemented and provide two case studies from leading German firms

  • Image by umami

    Innovation Served on a Silver Platter

    June 5, 2012 | By: | In: Innovation Psychology

    I have decided to take a small innovation psychology detour because I urge you to tap into an amazing innovation experience that I just had. After watching the documentary “el Bulli, Cooking in Progress” I realize that I was invited into a full innovation circle and I crave to share some of the great insights that two hours of watching offered me.

  • eternal-fight-urgent-important-psych-blog

    The Eternal Battle Between Important & Urgent – Can be Solved

    April 25, 2012 | By: | In: Innovation Psychology

    Do you often find yourself procrastinating on important, yet non-urgent matters in order to take care of the stuff that needs immediate attention? This all-too-common circumstance also takes place on a larger scale. Bengt Järrehult walks us though how to deal with the incremental and breakthrough projects at the same time

  • new-approach-to-manage-disruptive-innovation

    A New Approach to Manage Disruptive Innovation in an Environment of High Uncertainty

    March 19, 2012 | By: | In: Strategies

    Existing methods for the management of innovation projects have a low probability of success in the development of radical or disruptive innovations. A new spiral approach has been developed that provides the balance of flexibility and control needed for a repeatable and successful approach to disruptive innovation.

  • Pulp Innovation by Jeffrey Phillips

    Pulp Innovation Chapter XLIX: Building Innovation Momentum

    March 2, 2012 | By: | In: Pulp Innovation, Serialized Books

    Marlowe and Susan present their strategic innovation plan to the senior executives at Accipiter, recommending incremental innovation for organic growth, and disruptive innovation in new products. The question is, have they created enough innovation momentum to convince management to take on two simultaneous innovation projects?

  • Two Mindsets in one Company

    How to Manage Both Incremental and Radical Innovation Projects in Parallel

    January 25, 2011 | By: | In: In-depth Articles

    This in-depth article provides you with fresh experiences and insights from how SCA, a consumer goods multinational company, has developed and worked with a new model for managing both incremental and radical innovation projects.

  • nano-tata-car

    Discover New Possibilities with Reverse Innovation

    July 2, 2010 | By: | In: Enabling Factors, Strategies

    Before the radical shifts in technology disrupt the industry fabric, there exists a great potential to appropriate value from the market through incremental product and business model innovations. The less intense the competition, less matured the market – larger is the potential. The emerging markets of the world the BRICs (where s could stand for the plurality as well as South Africa), have long been projected as the markets to invest in.

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