The Case for Dual Innovation
The first time I was advocating the idea of a dual innovation approach, here also referred to as organizational ambidexterity, is now more than 5 years ago. At this time it became pretty obvious to me...
View ArticleA Model for Dual Corporate Innovation Management
As rightly pointed out by Tim Kastelle recently, it’s imperative to distinguish discovery from execution when it comes to startup and innovation activities – bearing in mind that both purposes are...
View ArticleOrganizational Agility Entails Dual Innovation
Ralph Ohr explores the question: In order to increase agility, should organizations aim to become more nimble across their existing structures or should they capitalize on separated units/ventures -...
View ArticleFirms of the Future: Managing 2 Business Engines
Bain and Company has recently published a worthwile article, debating the question: What will the firm of the future look like? Among several characteristics, the authors also particularly anticipate...
View ArticleFour Models of Intrapreneurship Innovation
Research shows that growth fueled through organic innovation is more profitable than growth driven by acquisition, in part because the organizational capability required is vastly different. But the...
View ArticleHallmarks of Organizational Ambidexterity
If you are a frequent reader of my posts, you may know we’ve been relentlessly highlighting the importance of organizational ambidexterity as vital requirement for modern dual corporate innovation...
View ArticleKey Issues in Innovation Management
When Ralph Ohr and Tim Kastelle met up in person recently they had a great talk about this question. They continued the discussion over email, and these are the four innovation management issues that...
View ArticleBalancing Innovation via Organizational Ambidexterity
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. In this article,...
View ArticleManaging Innovation Portfolios – Strategic Portfolio Management [1/2]
This is part one of a two-parts article co-written by Ralph Ohr and Kevin McFarthing on strategically-aligned initiatives: IPM, SPM and OPM.
View ArticleOrganizational Pathways to Business Model Innovation
For several reasons, such as disruptive threats, digitalization or blurring industry boundaries, established companies are increasingly forced to create new business opportunities, i.e. to come up with...
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