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Innovation management allows the organization to respond to external or internal opportunities, and use its creativity to introduce new ideas, processes or products. [2] It is not relegated to R&D; it involves workers or users at every level in contributing creatively to an organization's product or service development and marketing.
Exploratory and value-added innovation require different leadership styles and behaviors to succeed. [14] Value-added innovation (PwC, 2010) involves refining and revising an existing product or service and typically requires minimal risk taking (compared to exploratory innovation, which often involves taking a large risk); in this case, it is most appropriate for a leader for innovation to ...
The term disruptive technologies was first described in depth with this book by Christensen; but the term was later changed to disruptive innovation in a later book (The Innovator's Solution). A disruptive innovation is an innovation that creates a new market and value network that will eventually disrupt an already existing market and replace ...
In the simplest linear model of innovation the traditionally recognized source is manufacturer innovation. This is where a person or business innovates in order to sell the innovation. Another source of innovation is end-user innovation. This is where a person or company develops an innovation for their own (personal or in-house) use because ...
If the organization's situation is untenable, it will be motivated to adopt an innovation to change its fortunes. This tension often plays out among its individual members. Innovations that match the organization's pre-existing system require fewer coincidental changes and are easy to assess and more likely to be adopted. [34]
In his book Crossing the Chasm, Geoffrey Moore proposes a variation of the original lifecycle. He suggests that for discontinuous innovations, which may result in a Foster disruption based on an s-curve , [ 3 ] there is a gap or chasm between the first two adopter groups (innovators/early adopters), and the vertical markets.
The replicable element can be the service outcome or the service process as such or a part of them. A service innovation benefits both the service producer and customers and it improves its developer's competitive edge. A service innovation is a service product or service process that is based on some technology or systematic method.
Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness is a book written by Frédéric Laloux and published in 2014. It lists the different paradigms of the human organizations through the ages and proposes a new one: Teal organisation. The latter is built on three pillars related to ...