Building a Radical Innovation Competency
Authors: Gina Colarelli O'Connor; Alan D. Ayers
Source: Research-Technology Management, Volume 48, Number 1, January-February 2005 , pp. 23-31(9)
Publisher: Industrial Research Institute, Inc
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.Keywords: ORGANIZATION STRUCTURES; INNOVATION; CULTURES; RADICAL INNOVATION HUBS; RADICAL INNOVATION; COMPETENCIES
Document Type: Research article
Publication date: 2005-01-01
- Research-Technology Management has been publishing peer-reviewed articles covering the entire spectrum of technological innovation since 1958. RTM is a leading source of knowledge and best practices on innovation management, from research and development through product development to marketing, for leaders of research, development, and engineering worldwide.
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