Continuous innovation: unleashing and harnessing the creative energies of a willing and able community

2015 ◽  
Vol 43 (5) ◽  
pp. 24-31 ◽  
Author(s):  
Brian Leavy
Keyword(s):  
Design Methodology ◽  
Lead Author ◽  
Recent Book ◽  
Innovation Capability ◽  
Content Type ◽  
Continuous Innovation ◽  
Practical Implications

Purpose – In the recent book, Collective Genius: The Art and Practice of Leading Innovation, a team of authors and researchers offer answers to the questions: How can leaders build an organization that can innovate over and over? And why, in spite of all we know about innovation, have companies not made more progress on this important question to date? Design/methodology/approach – S & L interviewer Brian Leavy asks lead author Linda Hill about innovation misconceptions, planting the seeds of a willing innovation program and developing the innovation capability of an organization. Findings – Exceptional leaders of innovation don’t focus on finding the answers or setting the vision, but rather on creating the environment in which others are willing and able to collaborate and innovate together again and again. Practical implications – Repeat innovation requires that the leader be more of a stage-setter than the star performer. Originality/value – Linda Hill’s team was the first to articulate the notion that the ability to innovate on a sustained basis requires the development of three key capabilities–“creative abrasion,” “creative agility” and “creative resolution.”

Technology brokering and innovation: linking strategy, practice, and people

2005 ◽  
Vol 33 (1) ◽  
pp. 32-36 ◽  
Author(s):  
Andrew Hargadon
Keyword(s):  
Design Methodology ◽  
Innovation Process ◽  
Innovation Strategy ◽  
Growth Opportunities ◽  
Main Method ◽  
Content Type ◽  
Corporate Leaders ◽  
Continuous Innovation ◽  
New Ideas ◽  
Practical Implications

PurposeThe author has spent the last ten years studying the innovation process in modern organizations and found that the most successful firms pursue an innovation strategy termed technology brokering.Design/methodology/approachHow are the objectives achieved? Include the main method(s) used for the research. What is the approach to the topic and what is the theoretical or subject scope of the paper?FindingsRather than chasing wholly new ideas, these successful firms focus on recombining old ideas in new ways. The results have sparked many technological revolutions and produced a steady stream of growth opportunities for existing businesses.Research limitations/implicationsNeeds cases showing that technology brokering, and the complementary work practices and people, can successfully execute such a strategy.Practical implicationsBy transforming traditional R&D organizations through a strategy of technology brokering firms can build competencies for continuous innovation..Originality/valueTo pursue a strategy of recombinant innovation, corporate leaders must put themselves in position to be the first to see how existing technologies in one market could be used to create breakthrough innovations in another.

Innovation capability: a systematic literature review

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Andrea Mendoza-Silva
Keyword(s):  
Design Methodology ◽  
Web Of Science ◽  
Relevant Literature ◽  
Extensive Literature ◽  
Innovation Capability ◽  
Firm Level ◽  
Content Type ◽  
Design And Implementation ◽  
Antecedents And Consequences ◽  
Practical Implications

PurposeInnovation is considered an important stage in the process of competitiveness of companies. While there is an extensive literature in the management and innovation field that shows the characteristics that enhance a firm's ability to innovate, there is still no consensus on its determinants and nature. This study aims to advance the understanding of innovation capability (IC) by conducting a systematic review of relevant literature at the firm level.Design/methodology/approachThe study reviews the literature by applying the categorization and contextualization of qualitative strategies. The study gathered 137 peer-reviewed papers from Scopus and Web of Science databases.FindingsThe papers were analysed and synthesized into an integrated framework that links IC with its internal and external determinants, and its consequences. In doing this, this study proposes directions for future investigations that might enlighten a better understanding of IC.Practical implicationsThe study provides elements that can be useful during the design and implementation of innovative initiatives in a firm.Originality/valueThe paper jointly examines in the same model the nature, antecedents and consequences of IC. In the same vein, the framework provides the little-researched links between those themes in the IC literature.

Innovation capability within the firm

2019 ◽  
Vol 27 (2) ◽  
pp. 34-36
Keyword(s):  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Career Adaptability ◽  
Innovation Capability ◽  
Content Type ◽  
Pertinent Information ◽  
Sustained Success ◽  
Entrepreneurial Activities ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Increased competitiveness and sustained success are possible when established businesses engage in entrepreneurial activities within the firm. The effectiveness of so-called “intrapreneurship” can be increased through training that considers key personality traits and certain elements of career adaptability, which have been previously identified as positively impacting on innovativeness. Originality/value This briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Best innovators develop a point of view on the future and a roadmap on how to get there

2015 ◽  
Vol 43 (2) ◽  
pp. 15-22
Author(s):  
Kai Engel ◽  
Voletka Dirlea ◽  
Stephen Dyer ◽  
Jochen Graff
Keyword(s):  
Design Methodology ◽  
Management Practices ◽  
Early Stage ◽  
Innovation Management ◽  
Business Case ◽  
Point Of View ◽  
Content Type ◽  
Continuous Innovation ◽  
Innovation Strategies ◽  
Practical Implications

Purpose – The authors have collected key insights from the Best Innovator competition, launched in 2003. Six early-stage practices are critical. Design/methodology/approach – The Best Innovator competition, annual benchmarking against the best in innovation management, focuses on the how-to of innovation and examines what leading companies are doing to achieve better yield with their innovation strategies. Findings – By studying the competition winners, the researchers found a strong correlation between specific innovation management practices and sustainable, profitable growth. Practical implications – Best Innovators establish explicit expectations for making the business case for innovation. They name a specific set of deliverables to which they are committed. Originality/value – The article offers specific guidelines for setting the stage for continuous innovation that results in profitable offerings and services.

scholarly journals Multichannel integration through innovation capability in manufacturing SMEs and its impact on performance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Diana Kolbe ◽  
Haydeé Calderón ◽  
Marta Frasquet
Keyword(s):  
Design Methodology ◽  
Manufacturing Industry ◽  
Manufacturing Firms ◽  
Advanced Manufacturing ◽  
Multiple Channels ◽  
Innovation Capability ◽  
Content Type ◽  
Offline Channels ◽  
Effective Integration ◽  
Practical Implications

Purpose Using online channels is an opportunity for small and medium-sized enterprises (SMEs) in the manufacturing industry to reach new markets and reduce the dependency on distributors. The challenge remains that of integrating new online channels into existing networks effectively. This paper aims to identify to what extent multichannel integration is enhanced by the innovation capability of manufacturing SMEs and the subsequent influence on their performance. Design/methodology/approach Data were collected by means of a survey aimed at managers of small manufacturing firms in Mexico and were analysed through an advanced partial least squares (PLS) approach via SmartPLS. Findings Manufacturing SMEs with more advanced innovation capability achieve higher levels of multichannel integration. In turn, when multichannel integration is more advanced, manufacturing SMEs enjoy better results with respect to sales, fulfilling marketing objectives and improving relationships with customers. Research limitations/implications The model could be extended to accommodate other variables that may affect the effective integration of multiple channels. Practical implications Manufacturing SMEs can improve their results by integrating online channels with existing offline channels with a commitment to innovating in the market. Originality/value Analysing multichannel integration from the perspective of manufacturing firms, examining not only the positive consequences but also the underlying capabilities needed.

Lessons learned from mapping successful and unsuccessful Agile transformation journeys

2019 ◽  
Vol 47 (4) ◽  
pp. 3-11
Author(s):  
Stephen Denning
Keyword(s):  
Design Methodology ◽  
End Users ◽  
Lessons Learned ◽  
Top Down ◽  
Bottom Up ◽  
Content Type ◽  
Continuous Innovation ◽  
Management Models ◽  
Management Concepts ◽  
Practical Implications

Purpose The purpose of this article is to show how companies that embraced the Agile management mindset succeeded at continuous innovation. Design/methodology/approach The article describes the processes and mindsets of companies that successfully and unsuccessfully adopted post-bureaucratic management models. Findings Pioneering companies that have adopted a post-bureaucratic mindset are obsessed with adding more value for customers and end-users. Practical implications A case example of the model in practice is included. Originality/value The article recounts the problems and advantages of both top-down and bottom-up adoption of Agile management concepts and practices.

New lessons for leaders about continuous innovation

2015 ◽  
Vol 43 (1) ◽  
pp. 11-15 ◽  
Author(s):  
Stephen Denning
Keyword(s):  
Design Methodology ◽  
Best Practice ◽  
Management Practices ◽  
Technological Breakthrough ◽  
Content Type ◽  
Software Developer ◽  
Continuous Innovation ◽  
Competitive Edge ◽  
Software Companies ◽  
Practical Implications

Purpose – After firms have made a technological breakthrough they need to practice continuous innovation to delight their customers so they will be able to keep dominating those markets in an enduring fashion. This masterclass aims to address the question, “So what’s involved in this rapid innovation?” Design/methodology/approach – To answer the question, the author looks first at a primer, What is DevOps? by Mike Loukides. It describes the continuing acceleration in innovation in software development. To illustrate best practice the author looks at the case of Software developer Etsy. Findings – In leading firms, instead of management approval being required for all changes, now all improvements that have been fully tested are deployed immediately – Within the broad strategic framework, the staff is authorized to proceed with continuous improvement. Practical implications – The reality is that most firms today, whether they know it or not, are already software companies and will steadily become more so. Their competence in dealing with software will be a key part of their competitive edge – or lack thereof. Originality/value – For leaders in all markets the lesson is – networked organizations using agile management practices and continuous deployment with a culture of trust, delegation and collaboration are able to move and innovate much more rapidly than traditional managements that are saddled with legacy cultures of hierarchical bureaucracy.

Metrics for the emerging Creative Economy

2014 ◽  
Vol 42 (5) ◽  
pp. 18-27 ◽  
Author(s):  
Stephen Denning
Keyword(s):  
Design Methodology ◽  
Current System ◽  
Creative Economy ◽  
Market Making ◽  
Content Type ◽  
Continuous Innovation ◽  
Valuable Lesson ◽  
Financial Metrics ◽  
Proper Context ◽  
Practical Implications

Purpose – Among the most important challenges for leaders is how metrics and analytic tools will help or hinder the transition to the Creative Economy. This paper aims to address this issue. Design/methodology/approach – Many authors argue that commonly used financial metrics cause corporations to forgo crucial invests in market making innovation. Such indictments of the current system of metrics raise an overarching question: Does success in the Creative Economy require new analytic tools, or rather the application of different management mindsets? Findings – The author believes the evidence indicates that success in the Creative Economy depends on a combination of different management mindsets and an improved deployment of existing tools. Practical implications – In the emerging Creative Economy, making money and corporate survival depend not merely on pushing products at customers but rather on delighting them with continuous innovation so that they want to keep on buying. Financial metrics must not be allowed to subvert this goal. Originality/value – The article suggests how a number of metrics and tools, if employed in the proper context, could promote a corporation’s success in the coming Creative Economy, a valuable lesson for leaders who must in turn educate shareholders and other stakeholders.

Finnish firms get the measure of innovation

2014 ◽  
Vol 30 (5) ◽  
pp. 19-21
Keyword(s):  
Performance Measurement ◽  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Innovation Capability ◽  
Comprehensive Description ◽  
Content Type ◽  
Pertinent Information ◽  
Finnish Firms ◽  
Practical Implications

Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – This study provides a comprehensive description of the way that performance measurement affects company potential for innovation capability. In small-and medium-sized enterprises, such questions are rarely raised. However, measurement activity and innovation capability would appear to have close ties. Practical implications – The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Does management innovation need a new change model?

2015 ◽  
Vol 43 (2) ◽  
pp. 33-40
Author(s):  
Stephen Denning
Keyword(s):  
Stock Price ◽  
Design Methodology ◽  
Shareholder Value ◽  
Management Model ◽  
Change Model ◽  
Management Innovation ◽  
Content Type ◽  
Continuous Innovation ◽  
Hierarchical Management ◽  
Practical Implications

Purpose – Believing that the goal of maximizing shareholder value as reflected in the stock price and the management methods of hierarchical bureaucracy combine to cripple the capacity of the firm to innovate, the author offers a new management model. Design/methodology/approach – Assuming that the goal of the change process is to foster continuous innovation of products and processes to serve customer needs, the author lays out a roadmap for leaders seeking to move beyond maximizing shareholder value and re-engineering bureaucracy. Findings – Any new management model should align with the concept that the best way to serve shareholders’ interests is to deliver value to customers. Practical implications – Practices like self-organizing teams, platforms, networks and ecosystems enhance and magnify the value of what employees themselves want to do. Instead of hierarchical management having an adversarial relationship with employees, managers can have a collaborative trusting relationship where institutional and personal goals coincide. Originality/value – The article offers leaders a rationale for instituting a combination of managerial, social and political approaches, with change platforms that are allied to an inspiring social and political change movement.

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