Category Archives: Business Model Innovation

Platforms Are Eating The World

A recently as a decade ago, the world was largely dominated by “pipeline” businesses with linear value chains. We would buy products at retail outlets, or possibly their online versions, stay in hotel chains when traveling and hail taxis one the street and nobody thought much about it. Clearly, a lot has changed. Today, platforms ...

Turning the Innovation Tables

Recently, I attended an interesting program co-sponsored by the University of North Carolina's health care innovation program and AARP. The program was set up to bring together people who had an interest in solving problems relating to prescription drug use. Watching this unfold got me thinking. We're doing corporate innovation all wrong, and the innovation sprint that UNC and AARP were conducting have got it right. They have the ingredients correct and the order of activities correct. Let's imagine for a second what this would look like in a corporate setting.

This Children’s Hospital in Dallas is Reimagining the Healthcare Business Model

Over the past four years, Children’s Health in Dallas, along with the Business Innovation Factory, have been developing an innovative new model that reimagines how the healthcare system works with the communities it serves.

2017 Open-Innovation Centers: Multi-faceted with New Business Model Focus

While 2016 saw innovation centers, intrapreneurship programs, corporate startups accelerators, and corporate FabLabs blossom, I expect 2017 to see the rise of a new kind of open-innovation centers: they will be multifaceted and oriented toward the shape of new business models.

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?

A Model for Dual Corporate Innovation Management

As rightly pointed out by Tim Kastelle recently, it’s imperative to distinguish discovery from execution when it comes to startup and innovation activities – bearing in mind that both purposes are complementary and equally important. Along with the case made in my previous post, this suggests following a dual approach to balanced corporate innovation management. The main objective of dual approaches is to ...

Key Innovation Issues for the Time Ahead – Part 2

In addition to the still highly topical issues, outlined in part 1, I’d like to raise another four points which I personally foresee key for innovation management in the time to come – making no claim to completeness: Organizational Ambidexterity As you can see from previous posts, I’ve been passionately advocating the importance of organizational ambidexterity for a couple of years ...

Key Innovation Issues for the Near Future – Part 1

Innovation Portfolio Over TimeThe challenge for companies will be to find their positions in upcoming platform ecosystems. Not every company has the capability and influence to act as an orchestrating platform builder. But even participating in other firms’ ecosystems can be highly attractive. Continue reading

Innovation Force = Innovation Mass x Acceleration

We all want our innovations to change the world. This requires Innovation Force. In turn, Innovation Force is the product of Innovation Mass (Product-Market Fit) and Acceleration (building growth with customers). To maximise Innovation Force, we need both Mass and Acceleration to be big, and this is true for startups, established firms, and regions. Continue reading