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Saturday, November 11, 2006
Peter Drucker once laid out what he saw as the three ingredients of the discipline of innovation: focus on mission, define significant results, and do rigorous assessment. What looks seemingly simple are amongst the most difficult things that organizations can hope to achieve. Just came across this interesting interview with Innosight’s Mark Johnson. He believes the most important piece that needs to be in place is having a common language and a common way to frame innovation. That allows groups to collaborate in a way that allow innovation to happen given that they think about it in the same way. All too often different groups speak a different language of innovation. When that happens there’s what’s called an absorptive capacity issue – knowledge transfer which is so important for innovation to take place doesn’t happen because the fundamental language is so different between units. Quite true – many large organizations are blind to the fact that the reported innovation in various business lines hardly appeal to the whole organization – many disbelieve the innovation reported by other groups as these are generally hailed as respective leader’s showmanship. On the other hand, as Clayton Christensen observed, a small company can disrupt the market and gain an advantage against a much larger competitor with a revolutionary new product. This happens a lot on the tech industry. Many startups try to develop "giant-killer" technologies and once they are proven technically and in the marketplace they are bought up by the larger company or one of its competitors.
Category :Innnovation, Emerging Trends |
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