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In this article we delve into examples of Discontinuous Innovation, discussing some examples and best practices for its management. CaseStudy in Discontinuous Innovation The On-Demand entertainment era was pioneered by the rule-breaking, opportunistic streaming giant Netflix.
At the time of writing, our core argument was this; “in today’s global digital age, innovation has moved from being a “nice to have” to a strategic imperative for business success and survival. Innovation requires a balanced portfolio across incremental, differentiated and radicalinnovation.
One can focus on tapping innovation internally, another can capitalize on external innovation through accelerators, incubators, acquisitions, etc. Or one can focus on incremental innovation, another program strives for breakthrough and radicalinnovations. Innovation process expert. Guest innovator.
These systems can deploy massive resources with precision, yet have the flexibility to keep innovations alive in hostile market environments defined by UPACS (Uncertainty, Paradoxes, Ambiguity, Complexity, and Speed). What we found was that radicalInnovators tend to be far more organized then incremental innovators.
These systems can deploy massive resources with precision, yet have the flexibility to keep innovations alive in hostile market environments defined by UPACS (Uncertainty, Paradoxes, Ambiguity, Complexity, and Speed). What we found was that radicalInnovators tend to be far more organized then incremental innovators.
One of the key reasons is that corporate innovation units and BUs / central corporate functions run on disparate paradigms (e.g. agility vs. predictability, mid-to-long-term vs. short-term focus, managing uncertainty vs. minimizing risk). As many companies have found, establishing this interplay is hard.
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