Organization

  • Flat style modern teamworks

    10 Best Board Practices on Innovation Governance – How Proactive is your Board?

    October 19, 2015 | By: | In: Strategies

    All global business and technology trends point in the same direction: there is a need for more proactive and far-sighted management of innovation. Innovation for business reinforcement and growth – and for transformation in particular – are, of course, the prime responsibility of top management. Innovation governance – a holistic approach to steering, promoting and sustaining innovation – is thus becoming a new management imperative.

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    Creating the Optimal R&D Organization

    November 25, 2014 | By: | In: Organization & Culture

    Driven by the need to respond to global hyper-competition and the increasing clock speed of technological change, companies are relying heavily on their R&D functions to accelerate innovation while maintaining tight budgets. However, organizational structures for R&D in large international companies are often sub-optimal and act as a major barrier to performance improvement. In order to successfully optimize R&D’s contribution to business value, companies need to address the three key dimensions of structure, governance and process. From our extensive work with the R&D functions of leading global companies, we have identified eight imperatives to ensure a successful transformation across these dimensions.

  • Governance

    Five Ways to Boost Innovation Governance for Growth in 2015

    October 20, 2014 | By: | In: Organization & Culture

    Innovation governance translates corporate strategy into robust, results-driven portfolios. Who among the executive ranks would oppose that? With innovation governance, the short and the long-term innovation opportunities are balanced, resources are strategically allocated (especially people), and the organization acquires an improved ability to achieve both stretch growth goals and market differentiation.

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    The Human Side of Innovation: Seven Lessons For Sustained Success

    July 14, 2014 | By: | In: Organization & Culture

    Enterprise innovation success seems illusive for large organizations. In the United States, executive leaders frustrated with the slow pace of innovation success are seeking elixirs to step up progress. This article reveals seven highly effective lessons for corporate leaders seeking to declare an innovation victory in the coming years. The answer lies on the “human” side of the equation.

  • Abstract Businessman

    Innovation Governance: Why Should Top Management Care?

    April 14, 2014 | By: | In: Strategies

    In its research report “CEO Challenge 2014, ”[1] The Conference Board lists the ten most important challenges facing CEOs in 2014. Innovation ranks N°3 in this survey of 1,020 responses, on a par with operational excellence. Innovation was the N°1 issue in 2012, and in 2014 it is still the N°1 challenge in China. This article (in a series of seven) looks at the theme of innovation governance from a top management angle.

  • Balancing Innovation Via Organizational Ambidexterity

    Balancing Innovation via Organizational Ambidexterity – Part 3

    March 12, 2014 | By: | In: Organization & Culture

    The optimal balancing of radical and incremental innovation is becoming a Key Success Factor in many industries. Organizational ambidexterity is the approach to achieve this. With a best-in-class ambidextrous set-up, firms can become innovation leader.

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    Implementing Open Innovation – Making It Stick

    January 6, 2014 | By: | In: Organization & Culture

    Open Innovation is becoming an essential part of an enterprise innovation strategy. Yet, so often, companies focus on getting a narrow set of tactical activities going without thinking through the strategic and organizational issues necessary to enable those activities to have the intended impact. This brief article covers a few of the implementation challenges faced by companies seeking to establish successful Open Innovation programs.

  • Shut Up In a Brainstorm for Better Results

    Shut Up In a Brainstorm for Better Results

    September 4, 2013 | By: | In: Front End of Innovation, Life Cycle Processes

    The effectiveness of brainstorms is challenged. A lot of them are done in the wrong way. In this post, Gijs van Wulfen suggests you should shut up in a brainstorm for better results.

  • Leading Innovation in Multinational Subsidiaries – Part 3

    Leading Innovation in Multinational Subsidiaries – Part 3

    August 28, 2013 | By: | In: Strategies

    The changing global economy creates special challenges for leaders of multinational subsidiaries. History shows that innovation is key to survival. This series of articles explores this challenge and offers subsidiary leaders a way to identify and implement innovative strategies to sustain local operations and create added value for their parent corporation. It also looks at how corporate managers can help drive more innovation from global subsidiaries.

  • 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.

  • The Perfect Innovation Team

    The Perfect Innovation Team

    July 10, 2013 | By: | In: Front End of Innovation, Organization & Culture

    In my new book ‘The Innovation Expedition’ I love to refer in discussions on innovation teams to The Mayo Clinic’s Center for Innovation. The Mayo Clinic is a best-practice organization, which was researched in APQC’s Innovation: Putting Ideas into Action 2009 study. It favors a specific combination of personalities when it builds innovation teams.

  • Leading Innovation in Multinational Subsidiaries

    Leading Innovation in Multinational Subsidiaries – Part 2

    June 28, 2013 | By: | In: Strategies

    The changing global economy creates special challenges for leaders of multinational subsidiaries. History shows that innovation is key to survival. This series of articles explores this challenge and offers subsidiary leaders a way to identify and implement innovative strategies to sustain local operations and create added value for their parent corporation. It also looks at how corporate managers can help drive more innovation from global subsidiaries.

  • Leading Innovation in Multinational Subsidiaries

    Leading Innovation in Multinational Subsidiaries – Part 1

    June 20, 2013 | By: | In: Strategies

    The changing global economy creates special challenges for leaders of multinational subsidiaries. History shows that innovation is key to survival. This series of articles explores this challenge and offers subsidiary leaders a way to identify and implement innovative strategies to sustain local operations and create added value for the corporation. It also looks at how corporate managers can help drive more innovation from global subsidiaries.

  • 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

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