rready AG’s Post

Are Innovation Managers becoming obsolete? I guess it depends on how you see your role as innovation manager. I‘ve always seen myself as process guide with experience knowledge and methodological expertise who accompanies teams in operational innovation projects and corporates in continuous portfolio/innovation strategizing as well as the implementation by doing organizational development. So the innovation work happens whereever it needs to. Key is, not to do anything randoom that wastes ressources. (meaning people who have no idea how to profesionally drive innovation are doing bulls*** - like letting a lawyer perform surgery) These days a lot of people have innovation in their title, but no clue how to best approach innovation either operative or strategic and don‘t know hoe to set up a process for organizational development when bridging from exploration to exploitation - thats been widely ignored in many companies from what I‘ve seen. And regarding Dr. Ohrs comment: totally agree: it‘s never either, its what fits!

While everyone in an organization might be involved in innovation, not everyone should be responsible for all types of innovation! Check out the insightful discussion here: [Link to the post] #Innovation #Organization #Responsibility

In an economic landscape where innovation should no longer be constrained to a select few, but instead the entire organization should be a part of it, what lies ahead for conventional innovation teams? At rready AG, we've been advocates for decentralized innovation for a long time, and current advancements show that businesses are increasingly moving into this direction. Have a look at my latest article where I explore this topic and what it means specifically for innovation managers. #corporateinnovation #decentralizedinnovation

“If you want to do innovation in your company, in your business, particularly once it starts to scale, you need to make the space for it. You need to make it clear that in your DNA and your culture, innovation is part of what you do.” Our CEO Robert Horler chats with Fast Company about innovation readiness and investing in the future. Read more here: https://lnkd.in/gtjDTQ5S #Whalar #CreatorEconomy 

It has been nearly three decades since Clay Christensen first introduced the concepts of disruptive innovation in his classic HBR article, “Disruptive Technologies: Catching the Wave,” followed by his seminal book, The Innovator’s Dilemma. While he initially defined disruption as an innovation or new technology that comes in at the low end of an existing market at a lower price and with some performance tradeoffs, Christensen eventually broadened the concept to include innovations with the potential to create a new market or reinvent an existing one. It is safe to say that these core concepts have gained traction. Today, disruption is everywhere, with startups and incumbents alike working tirelessly to create innovative products and anticipate shifts that will upend industries and remake markets. But so too are the failures, as many companies keep coming up short in their efforts to harness the techniques. Instead of evolving into a widely adopted set of practical management methodologies like Six Sigma, the execution of strategies that aim to proactively drive disruption remains something widely discussed and studied — yet difficult to master. #innovation #disruptivetech #HBR Harvard Business Review, Pravo Consulting ,Campaign Catapult

Innovation in secret is often just wandering around alone in the dark. "Stealth" innovation efforts are often just efforts to hide from the truth and to delay finding out that you were chasing what was for you all along a dead end. It's not because the idea or insight was bad, or the planned execution wouldn't have worked. It's often because that without interacting with others, your idea had no chance of finding product market fit, and your people never got the opportunity to succeed in small wins that the confidence in executing in ambiguity delivers. Don't innovate alone. This doesn't mean you have to go completely open source and give up your IP and the illusion you have a protective moat. It means engaging in the kinds of activities that refine an idea, build relationships to execute on it, and get real feedback from the marketplace on what you're doing. If this kind of innovation appeals to you, you might like this upcoming free workshop for intrapreneurs, platform oriented entrepreneurs, and innovation ecosystem builders. It's called "Innovation Ecosystems: 6 Engagement Approaches that Build Movements." In it I'll show how to use Low-Cost Events for Convening, Aligning with Other Innovation Movements, Co-Creating Industry Content, Co-Defining Success, Co-Developing Products, and Coalitions that Build Capacity. Get the registration details here:

The Missing Link Between Strategy and Innovation Established companies know they must innovate to find growth in the digital era. So, in recent years, large companies have set up innovation labs, accelerators, hackathons, and open innovation programs to look beyond their core, pursue disruptive ideas, iterate, and experiment. Yet, most of these efforts produce little in the way of results. Corporate teams are outrun by startups. Innovation labs are shut down after failing to deliver growth at a scale that matters to the business. https://lnkd.in/gzUq6HYY

I thought this was a very good article on the key factors of success for corporate innovation and incubation. Not rocket science, but sometimes difficult in practice! TLDR: Link every project/effort to a, (1) clear set of pre-established growth priorities and, (2) alignment with the companies unique advantages. You will have many failures, build a robust portfolio where you fail fast. Build a good pipeline of projects to keep the portfolio healthy.

Innovation labs, also known as accelerators, business incubators, and R&D hubs, are on the rise. Despite their potential as safe havens for new ideas, research shows that most fail to deliver on their goals. Three key reasons behind their failure are lack of business alignment, absence of success metrics, and team imbalance. In this HBR article, Simone Bhan Ahuja provides valuable advice on how companies can avert these pitfalls in their innovation labs.  #Innovation #Strategy #Research

Established companies know they must innovate to find growth in the digital era. So, in recent years, large companies have set up innovation labs, accelerators, hackathons, and open innovation programs to look beyond their core, pursue disruptive ideas, iterate, and experiment. Yet, most of these efforts produce little in the way of results. Corporate teams are outrun by startups. Innovation labs are shut down after failing to deliver growth at a scale that matters to the business. Why does this keep happening? Learn more: https://lnkd.in/g6kHu-Xp #digitaltransformation #futureproof #lifelonglearning #educationalleadership #collaboration #communication #digitalinnovation #change #culture #strategy #commonground #sensemaking #canada #appliedresearch #futureskills