Bain and Company has recently published a worthwile article, debating on the question: What will the firm of the future look like? Among several characteristics, the authors also particularly anticipate future-proof companies to be required to manage two types of businesses by deploying distinct "engines".
Clearly, we need to rethink education. Our kids will face a much different world than we live in now. In fact, a study at Oxford concluded that nearly half of the jobs that exist today will be automated in the next 20 years. To prepare for the future, we need to replace our regimented education system with one that fosters skills like teamwork, communication and exploration.
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?
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 ...
The 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
These historical stories can provide innovators with clever approaches to overcoming the challenges they face today in trying to come up with new and interesting solutions to the process and technology problems. Continue reading