The concept of the ambidextrous organization is gaining traction. It describes companies who can innovate in the current business at the same time as creating new business options for the future. This is achieved through:
Innovation is the lifeblood of business growth. Innovation management is also a process; a means of getting the right product to the right people at the right time.
Apologies in advance if any of the content in this article offends political sensitivities and affiliations; it’s certainly not the intention. Judging by the press and social media, to most people in the UK and probably in Europe as a whole, it appears that the election of Donald Trump as president of the USA is beyond surprising. But digging beneath the shock, and of course looking from the outside, there are lessons to learn for innovators.
Following on from the first article about the rationale for setting targets for creativity, I’d now like to suggest how and what should happen.
This is the first of two articles on setting targets for creativity. The topic of part 1 is why targets should be set; part 2 deals with how to set them.
I like sporting analogies for business, especially football (soccer). Football is known as the beautiful game, not just because it is often spectacular to watch, but for its glorious unpredictability. Who have could have foreseen that Leic
As Oscar Wilde said, “We are all in the gutter; but some of us are looking at the stars”. To me this phrase says a lot about ambition. It starts with a vision, a dream, an inspiring view of where we want to be in the future. Of course the bit about being in the gutter is a bit dramatic; suffice to say that many companies are in si
I called my mobile phone provider last week with a couple of small issues. The enthusiastic young man on the other end of the phone asked me some basic questions to establish my identity.
“What’s your full name?”
I’ve been neglecting my blog lately, as a result of some intensive consultancy projects and some personal time. Now that I’m back, refreshed and raring to go, the first thing that struck me was the analogy to innovation itself. It’s easy for companies to be distracted and take the eye off innovation. In many cases, it does indeed
Most of what is done in business management today is about control. Most organisations have a military-style command and control structure showing hierarchy and reporting lines; although people in business don’t have to salute each other.