Posted on Monday, 9 May 2016

A Model for Dual Corporate Innovation Management

by Ralph-Christian

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 […]

270 Shares

Posted on Saturday, 30 April 2016

The Case for Dual Innovation

by Ralph-Christian

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 […]

316 Shares

Posted on Sunday, 13 March 2016

Key Issues in Innovation Management – Revisited – Part 2

by Ralph-Christian

The second part of Ralph Ohr’s guest post on the current big issues in innovation management, with comments from Tim.

177 Shares

Posted on Tuesday, 8 March 2016

Key Issues in Innovation Management – Revisited – Part 1

by Ralph-Christian

Ralph Ohr revisits the key issues today in innovation management.

102 Shares

Posted on Wednesday, 10 February 2016

Tools Don’t Equal Skills – Innovation Requires Learning

by Tim Kastelle

People often use tools as a substitute for the underlying skills that you need to be good at something. This is a mistake. To innovate, we have to invest in learning the core innovation skills.

136 Shares

Posted on Thursday, 21 January 2016

Innovation Must Be Managed

by Tim Kastelle

There is randomness and uncertainty in innovation. But this doesn’t mean that it can’t be managed.

32 Shares

Posted on Thursday, 14 January 2016

Three Flawed Ideas That Create Innovation Theatre

by Tim Kastelle

Let’s stop performing the gestures we’re taught to perform that make us seem innovative. Instead, let’s act. Innovation, not Innovation Theatre!

358 Shares

Posted on Tuesday, 29 September 2015

How to Use Polarity Management to Support Innovation

You Need Both Execution and Innovation to Succeed

by Tim Kastelle

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.

123 Shares

Posted on Saturday, 27 December 2014

Innovation Requires Change

by Tim Kastelle

Marshall McLuhan said: “Any innovation threatens the equilibrium of existing organization. In big industry new ideas are invited to rear their heads so that they can be clobbered at once.” How do we get around this problem?

127 Shares

Posted on Monday, 17 November 2014

All of Our Innovation Barriers Are Self-Inflicted – Reflections on the Drucker Forum

by Tim Kastelle

What should management look like today – and tomorrow? I just got back to Australia from the 6th Global Drucker Forum that took place over the weekend, where these two questions (and others!) were addressed. Drucker was a great thinker, and one of his pieces inspired the title for this blog – so I was […]

188 Shares

Posted on Monday, 15 September 2014

Five Roles for Your Innovation Team

by Tim Kastelle

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 […]

231 Shares

Posted on Thursday, 29 May 2014

Change Happens Fast

by Tim Kastelle

Mary Meeker’s annual report on internet trends shows how the market for smartphone operating systems has been completely transformed in eight years. This holds some important innovation lessons.

93 Shares