Author Archives: Ralph Ohr

Scaling Up Startups in Corporate Settings

In recent years, an increasing intensity in collaboration between incumbent companies and startups has been observed. Meanwhile, close to 80% of corporations and startups have already been or are collaborating. The mutual – actually complementary – benefits seem pretty obvious: Benefits for startups include availability of office space, hardware, networks, support and potential funding access to market and customer base ...

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Hallmarks of Organizational Ambidexterity

If you are a frequent reader of my posts, you may know we’ve been relentlessly highlighting the importance of organizational ambidexterity as vital requirement for modern dual corporate innovation approaches. Managing today’s business and creating future’s business successfully at the same time is probably the most demanding, yet indispensable challenge for future-proof organizations and their leaders. But what are hallmarks of successful organizational ambidexterity? What do companies that have properly implemented ...

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Startup Engagement in Corporate Innovation

Recently, Match-Maker Ventures and Arthur D. Little have released an interesting report, titled “The Age of Collaboration“. The study does a good job in synthesizing the global state of play of corporate-startup collaboration and latest findings on success requirements for its implementation. More and more corporations seek to engage with startups by pursuing corresponding activities across dedicated ecosystems and incorporating them in exploration units along with ...

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Aligning Organizations for Digital Innovation

To understand the challenges and opportunities associated with digitalization, MIT Sloan Management Review and Deloitte surveyed more than 3,700 business executives, managers, and analysts from organizations around the world. They have recently published their findings in a report, titled Aligning the Organization for Its Digital Future.

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Organizational Agility Entails Dual Innovation

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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