Firms of the Future: Managing 2 Business Engines - Innovation Excellence

Bain and Company has recently published a worthwile article, debating the question: What will the firm of the future look like?

Among several characteristics, the authors also particularly anticipate future-proof companies to be required to manage two types of businesses by deploying distinct “engines”.

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Ralph Ohr explores the question: In order to increase agility, should organizations aim to become more nimble across their existing structures or should they capitalize on separated units/ventures – such as innovation or digital labs – being dedicated to initiate and develop explorative ideas and opportunities?

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As rightly pointed out by Tim Kastelle recently, 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. Along with the case made in my previous post, this suggests following a dual approach to balanced corporate innovation management. The main objective of dual approaches is to…

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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…

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Recently, the Boston Consulting Group (BCG) has published key findings of their latest “Most Innovative Companies 2014” survey. Beside the annual ranking, headed by the top three companies Apple, Google and Samsung, some insightful outcomes with regard to organizational and cultural requirements have striked my eye. According to BCG’s research, successfully innovating companies approach innovation as a system. The system is rooted in experimentation,…

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The challenge for companies will be to find their positions in upcoming platform ecosystems. Not every company has the capability and influence to act as an orchestrating platform builder. But even participating in other firms’ ecosystems can be highly attractive.

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