Below you'll find a list of all posts that have been categorized as “Advisory”
Being among the pioneers (see e.g. here or here) in making the case that dual approaches to modern corporate innovation are mandatory for innovation impact, we have recently been delighted about two things: First, more and more companies are appreciating our arguments as the following data suggest (sources can be provided upon request): Second, two concepts that we’ve been advocating …
As published in a recent post, we have initiated a Peer Group of leading European companies which share our view that Best Practices with respect to scaling up validated concepts (successfully emerging from the “Fuzzy Front End”) to business impact need to be in place to sustainably increase overall corporate innovation performance. It has become obvious that Scaling-Up really seems …
Probably the most critical structural ingredient for innovation capability is how new ventures – internal as well as external ones – are to be implemented in the organization in order to get validated and scaled. Should a new venture be entirely separated from the core business as stand-alone venture? Should it be integrated into an existing business unit? Or is …
Recently, I’ve come across a couple of posts and articles debating on 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? Let’s define agility as an …
dual-innovation.net’s mission is to help companies solving their Corporate Innovation Problem™ which means that the Return On Innovation is too low. As we have outlined HERE, we see three root causes for the Corporate Innovation Problem (for easier readability, we skip the ™-sign in the rest of the article): The complexity problem – Conducting innovation in a globally dispersed set …
This is the third post in our series about what we call the Corporate Innovation ProblemTM and how to go about solving it. We started the series by spelling out the problems in corporate innovation here. Despite large and growing investments into innovation, the results remain disappointing. The overall process of innovation spans the chain of activities from discovering insights into valuable …
In our last posts we have built a case that large organizations should invest energy in actively designing their early phase of the innovation process – the so-called “Fuzzy Front-End” (FFE) in a way that it delivers meaningful and promising innovation ideas and concepts. It is emerging practice that there are some key design parameters (see our last post for more …
In this series of articles we have built a case that large organizations should now focus their innovation efforts on correctly organizing their Innovation Front End – the place which is inherently ambiguous, but also the region of greatest potential. The term “Fuzzy Front-End” (FFE) refers to the early innovation phase where “fuzzy” refers to the fact that not all …
Firms are shifting their innovation efforts away from “bread & butter“, incremental innovations towards innovations that address adjacent technologies and towards radical or breakthrough innovations. This is one result of a global study that PwC published this year. Designing the early stage of innovation This potentially creates a significant opportunity for companies that can navigate in a world of …
