I am currently having a great time at the University of Monaco. Students are engaged, sun is shining, and we are creating new CRM opportunities for an upcoming ethical fashion start-up. What a joy!
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What Innovators should do in 2018!
[…] Leaders seeking to stimulate these personal capabilities in themselves or their people are well-advised to employ and nurture what Roger Martin has characterized as “Design Thinking”, which is the balancing of analytical thinking (focused on reliability and consistency) with intuitive thinking (focused on validity and novelty). […]
Innovating is literally defined as “changing something established.” … but that is scary for most “established” leaders and it certainly requires them to muster courage. My advice for future innovators is for them to deliberately do something courageous and outside their comfort zone in 2018. […]
A plea for education for anyone!
QUOTE of the day
BOOK release
if you want to know what values, strengths and practices effective innovation leaders apply, buy my dissertation with the title “wirksame führung von innovation: werte, stärken und praktiken” on amazon.
Find alternative economic models!
Die Gemeinwohl-Ökonomie etabliert ein ethisches Wirtschaftsmodell.
Das Wohl von Mensch und Umwelt wird zum obersten Ziel des Wirtschaftens.
Innovation Horizons
According to Steve Coley (2009) the innovation work can be divided into three parallel Horizons, each one representing an S-Curve. The first Horizon 1 (H1) is about incremental innovation in today’s business, extending the existing S-Curve of the company. Horizon 2 (H2) is about expanding and building new business (the next S-Curve) through innovations. Horizon 3 (H3) is an explorative approach to future S-Curves, to be commercialized in H2, ending up in H1. Another source on the theme, O’Reilly III and Tushman (2004), talks about being able working ambidextrously with incremental and radical innovation at the same time
| Horizon 1 | Horizon 2 | Horizon 3 | |
|---|---|---|---|
| Scope | Core Business | Growth business | Future business |
| Strategic Focus | Exploit and optimize existing business, incremental innovation | Expanding existing and building new business, adjacent innovation | Explore options, place small bets on emerging opportunities, radical innovation |
| Innovation Strategy1 | Market Reader, Technology Drivers (incremental) | Technology Drivers (partly radical) and Need Seeker | Technology Drivers (Radical) and Need Seeker |
| Leadership Style2 | Spiral Staircase | Cauldron, Fertile Field, Pacman | Explorer |
| Capabilities with strong correlation to strategy and leadership | Clear Vision, Goal-Oriented Leadership, Core Focus, Market Insights | Platform and Design thinking, Prototyping, Speed to market, Project Selection, Ideation | External knowledge sharing, Co-Creation, Open Innovation, Anthropology, Technology Watch |
| Competencies | Fully assembled | To be acquired or developed | Requirements uncertain |
| Metrics | Return On Investment | Net Present Value based on prototyping and hypothesis | Strategic Option Value based on scenarios |
Table A. Based on the work of Ralph-Christian Ohr and Kevin McFarthing. 1 Based on Jaruzelski & Dehoff (2010). 2 Based on Loewe, Williamson, Chapman Wood (2001).
