Tag Archives: Radical Innovation

A board game

Blaming the CEOs for all real and imaginable transgressions is a common thing these days. I’m not an exception myself: on more than one occasion, I argued that all major problems of the corporate innovation process stem from the lackluster … Continue reading

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One more time about “innovation terminology”

In a recent HBR article, Scott Kirsner suggests ditching the term “corporate entrepreneur.” Kirsner names a number of reasons why corporate innovation, especially in large firms, is different from true entrepreneurship. One is bureaucratic shackles that restrict the development of … Continue reading

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Innovation portfolios, innovation toolboxes

Proposed by Ralph-Christian Ohr model of integrative innovation management is a set of practical recommendations that allows organizations to adopt a disciplined approach to the innovation process. Central to the model is the idea that organizations must build a balanced … Continue reading

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Should we blame crowdsourcing for Quirky’s downfall?

In December 2015 issue of Harvard Business Review, Sebastian Fixson and Tucker Marion attempted to figure out what went wrong with Quirky, a collaborative-invention platform that connects creative individuals with consumer product companies. Launched in 2009 and hailed as a … Continue reading

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Dis-r-r-r-uption!

My previous post has triggered a number of interesting, often negative, comments in various LinkedIn Groups. My opponents criticized my suggestion that the current state of innovation wasn’t as bad (“broken”) as a few recent articles I referred to were … Continue reading

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Cloudy Vision, Cloudy Execution

  As every high-quality report on innovation, Accenture’s 2015 U.S. Innovation Survey is a mixed bag of news. On the one hand, responses provided by “500 managers and executives with roles in innovation at large U.S. companies” paint a bright … Continue reading

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The dawn of the “craft economy”?

In a 2012 Harvard Business Review article, Maxwell Wessel made an interesting point. He argued that the corporate scale had ceased providing large companies with the same competitive advantage as it used to in the past. Being bigger doesn’t guarantee … Continue reading

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