Abstract
As growth and profit alternatives continue
to erode for many companies, the importance of radical
innovation as a mechanism for organization rejuvenation
is increasing. Some firms are building entire management
systems to enable radical innovation over and
over again. They are experimenting with different organizational
structures that vary in terms of their relationship
with R&D and in terms of how far down the
commercialization path they oversee projects. To have a
fully developed RI capability, firms find they must
manage three sets of activities and ensure that the transitions
between them are smooth. These are discovery,
incubation, and accelerated growth of new businesses.
In addition, firms with different cultures of innovation
can all develop RI competencies. This article reports
interim results of a three-year longitudinal study of 12
well known, large industrial firms with a declared
strategic intent to develop a competency in radical innovation.
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