A Model for Dual Corporate Innovation Management

As reiterated by Tim Kastelle in the previous post, it’s imperative to distinguish discovery from execution when it comes to startup and innovation activities – bearing in mind that both purposes are complementary and equally important. This suggests following a dual approach for balanced corporate innovation management. The main objective of dual approaches is to sufficiently separate exploration-/discovery-oriented initiatives from exploitation-/execution-oriented ones […]

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 that this concept – academically worn-out but deficiently or not at all put into practice in most organizations – would be of increasing importance […]

How to Use Polarity Management to Support Innovation

You Need Both Execution and Innovation to Succeed

What are polarities?

To be a successful organisation, we need the skills to both find and execute new ideas. These two skill-sets often seem to be opposites. However, it is much more productive to think of them as a polarity – an interdependent set of skills which are both simultaneously necessary for success.

Five Roles for Your Innovation Team

The Problem with Solved Problems that Aren’t Solved Phil was certain that his company had their innovation problems solved. After all, they had a dedicated innovation team, they had idea management software, and they had started a big internal PR effort to highlight successful innovations. What could possibly go wrong? Lots, actually. Over the past […]