Author Archives: Ralph Ohr
I have pointed out the importance of diversity for innovation and organizational adaptability. Diversity is a crucial precursor to serendipity. In the Power of Pull, John Hagel, John Seely Brown and Lang Davison emphasize the rising need for serendipity… Continue reading
Large companies that make the successful transition to an open, collaborative style of innovation will emerge as effective ecosystem leaders. Such companies will find that their scale is a major asset for the kind of complex systemic innovation that will be increasingly important in the decades ahead. Continue reading
Triggered by a couple of recent discussions, I’ve been pondering for a while now over the question how evolution relates to revolution when it comes to innovation. Continue reading
Unlike exploitation of existing markets, exploration of new markets requires an emergent and experimental strategy. It usually starts with a vision, i.e. an idea about a novel need-solution fit with breakthrough potential, and consists of the following basic steps: Continue reading
“Tomorrow’s management systems will need to value diversity, dissent and divergence as highly as conformance, consensus and cohesion” — a tweet by Gary Hamel leads Ralph Ohr into the importance of Innovation and Diversity. Continue reading
As innovation activities are often embedded in a portfolio approach across this continuum, innovation management depends on integrating and balancing opposite requirements. Continue reading
There has been quite a lot of discussion recently about a post by Jens Martin Skibsted and Rasmus Bech Hansen, titled “User-Led Innovation Can’t Create Breakthroughs; Just Ask Apple and Ikea”. Their major claim is: “Great brands lead users, not the other way around.” As expected, this lead to controversial discussions in terms of customer’s role in the process for innovation. The response reminded me of the reaction to one of Roberto Verganti’s polarizing posts. Continue reading
