Innovative business development : identifying and supporting future radical innovators

As the corporate environment becomes more volatile, uncertain, complex and ambiguous, companies are challenged to simultaneously adapt to multiple scenarios, develop radical innovations and destroy past successes. This flexible, i.e. agile and user-oriented, exploration must be ensured by exploiting...
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Gespeichert in:

Autor*in:	Schmidt, Sina [verfasserIn] Oelsnitz, Dietrich von der - 1964- [verfasserIn]

Format:	E-Artikel
Sprache:	Englisch

Erschienen:	2020

Rechteinformationen:	Open Access Namensnennung 4.0 International ; CC BY 4.0

Schlagwörter:	Design driven innovation Lab Lean startup Radical business model innovation Scenarios Spin-offs

Übergeordnetes Werk:	Enthalten in: Leadership, education, personality - Wiesbaden : Springer Fachmedien, 2019, 2(2020), 1 vom: Sept., Seite 9-21
Übergeordnetes Werk:	volume:2 ; year:2020 ; number:1 ; month:09 ; pages:9-21

Links:	Link aufrufen Link aufrufen

DOI / URN:	10.1365/s42681-020-00008-z

Katalog-ID:	1750818639

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allfields	10.1365/s42681-020-00008-z doi (DE-627)1750818639 (DE-599)KXP1750818639 (DE-He213)s42681-020-00008-z-e DE-627 ger DE-627 rda eng Schmidt, Sina verfasserin (DE-588)1228893322 (DE-627)1750834200 aut Innovative business development identifying and supporting future radical innovators Sina Schmidt, Dietrich von der Oelsnitz 2020 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier DE-206 Open Access Controlled Vocabulary for Access Rights http://purl.org/coar/access_right/c_abf2 As the corporate environment becomes more volatile, uncertain, complex and ambiguous, companies are challenged to simultaneously adapt to multiple scenarios, develop radical innovations and destroy past successes. This flexible, i.e. agile and user-oriented, exploration must be ensured by exploiting already established efficiencies ("ambidextry"). However, most German SMEs do not engage in both radical and evolutionary innovations. Therefore, they tend to be disrupted. By investigating existing models regarding vuca-resilience and the development of radical innovations it was found that no practical guideline exists that provides established companies with VUCA-foresight in order to collaborate with radical innovators and thus achieve ambidextry. In order to close that gap, experts of five German companies were interviewed regarding their company’s innovation behaviour. Based on the interviews as well as scientific approaches regarding VUCA-resilience and the development of radical innovations a ten-step guideline has been derived. The success of the model has been proofed by three German SMEs that initially pushed little or no radical innovation and subsequently even founded their own company builders. Since this paper only shows the ideal way for established companies to achieve ambidextry with the help of radical innovators, further research is needed to provide solutions for non-ideal cases. Additional validation can be achieved in which the model is not only validated by German SMEs, but also by companies of other sizes and countries. DE-206 Namensnennung 4.0 International CC BY 4.0 cc https://creativecommons.org/licenses/by/4.0/ Design driven innovation (dpeaa)DE-206 Lab (dpeaa)DE-206 Lean startup (dpeaa)DE-206 Radical business model innovation (dpeaa)DE-206 Scenarios (dpeaa)DE-206 Spin-offs (dpeaa)DE-206 Oelsnitz, Dietrich von der 1964- verfasserin (DE-588)123099463 (DE-627)082346771 (DE-576)172385997 aut Enthalten in Leadership, education, personality Wiesbaden : Springer Fachmedien, 2019 2(2020), 1 vom: Sept., Seite 9-21 Online-Ressource (DE-627)1671230531 (DE-600)2981207-0 2524-6178 nnns volume:2 year:2020 number:1 month:09 pages:9-21 https://link.springer.com/content/pdf/10.1365/s42681-020-00008-z.pdf Verlag kostenfrei https://doi.org/10.1365/s42681-020-00008-z Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_21 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2014 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 2 2020 1 9 9-21 26 01 0206 3883010715 x1z 09-03-21 2403 01 DE-LFER 3906288412 00 --%%-- --%%-- n --%%-- l01 12-04-21 2403 01 DE-LFER https://doi.org/10.1365/s42681-020-00008-z 2403 01 DE-LFER https://link.springer.com/content/pdf/10.1365/s42681-020-00008-z.pdf
spelling	10.1365/s42681-020-00008-z doi (DE-627)1750818639 (DE-599)KXP1750818639 (DE-He213)s42681-020-00008-z-e DE-627 ger DE-627 rda eng Schmidt, Sina verfasserin (DE-588)1228893322 (DE-627)1750834200 aut Innovative business development identifying and supporting future radical innovators Sina Schmidt, Dietrich von der Oelsnitz 2020 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier DE-206 Open Access Controlled Vocabulary for Access Rights http://purl.org/coar/access_right/c_abf2 As the corporate environment becomes more volatile, uncertain, complex and ambiguous, companies are challenged to simultaneously adapt to multiple scenarios, develop radical innovations and destroy past successes. This flexible, i.e. agile and user-oriented, exploration must be ensured by exploiting already established efficiencies ("ambidextry"). However, most German SMEs do not engage in both radical and evolutionary innovations. Therefore, they tend to be disrupted. By investigating existing models regarding vuca-resilience and the development of radical innovations it was found that no practical guideline exists that provides established companies with VUCA-foresight in order to collaborate with radical innovators and thus achieve ambidextry. In order to close that gap, experts of five German companies were interviewed regarding their company’s innovation behaviour. Based on the interviews as well as scientific approaches regarding VUCA-resilience and the development of radical innovations a ten-step guideline has been derived. The success of the model has been proofed by three German SMEs that initially pushed little or no radical innovation and subsequently even founded their own company builders. Since this paper only shows the ideal way for established companies to achieve ambidextry with the help of radical innovators, further research is needed to provide solutions for non-ideal cases. Additional validation can be achieved in which the model is not only validated by German SMEs, but also by companies of other sizes and countries. DE-206 Namensnennung 4.0 International CC BY 4.0 cc https://creativecommons.org/licenses/by/4.0/ Design driven innovation (dpeaa)DE-206 Lab (dpeaa)DE-206 Lean startup (dpeaa)DE-206 Radical business model innovation (dpeaa)DE-206 Scenarios (dpeaa)DE-206 Spin-offs (dpeaa)DE-206 Oelsnitz, Dietrich von der 1964- verfasserin (DE-588)123099463 (DE-627)082346771 (DE-576)172385997 aut Enthalten in Leadership, education, personality Wiesbaden : Springer Fachmedien, 2019 2(2020), 1 vom: Sept., Seite 9-21 Online-Ressource (DE-627)1671230531 (DE-600)2981207-0 2524-6178 nnns volume:2 year:2020 number:1 month:09 pages:9-21 https://link.springer.com/content/pdf/10.1365/s42681-020-00008-z.pdf Verlag kostenfrei https://doi.org/10.1365/s42681-020-00008-z Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_21 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2014 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 2 2020 1 9 9-21 26 01 0206 3883010715 x1z 09-03-21 2403 01 DE-LFER 3906288412 00 --%%-- --%%-- n --%%-- l01 12-04-21 2403 01 DE-LFER https://doi.org/10.1365/s42681-020-00008-z 2403 01 DE-LFER https://link.springer.com/content/pdf/10.1365/s42681-020-00008-z.pdf
allfields_unstemmed	10.1365/s42681-020-00008-z doi (DE-627)1750818639 (DE-599)KXP1750818639 (DE-He213)s42681-020-00008-z-e DE-627 ger DE-627 rda eng Schmidt, Sina verfasserin (DE-588)1228893322 (DE-627)1750834200 aut Innovative business development identifying and supporting future radical innovators Sina Schmidt, Dietrich von der Oelsnitz 2020 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier DE-206 Open Access Controlled Vocabulary for Access Rights http://purl.org/coar/access_right/c_abf2 As the corporate environment becomes more volatile, uncertain, complex and ambiguous, companies are challenged to simultaneously adapt to multiple scenarios, develop radical innovations and destroy past successes. This flexible, i.e. agile and user-oriented, exploration must be ensured by exploiting already established efficiencies ("ambidextry"). However, most German SMEs do not engage in both radical and evolutionary innovations. Therefore, they tend to be disrupted. By investigating existing models regarding vuca-resilience and the development of radical innovations it was found that no practical guideline exists that provides established companies with VUCA-foresight in order to collaborate with radical innovators and thus achieve ambidextry. In order to close that gap, experts of five German companies were interviewed regarding their company’s innovation behaviour. Based on the interviews as well as scientific approaches regarding VUCA-resilience and the development of radical innovations a ten-step guideline has been derived. The success of the model has been proofed by three German SMEs that initially pushed little or no radical innovation and subsequently even founded their own company builders. Since this paper only shows the ideal way for established companies to achieve ambidextry with the help of radical innovators, further research is needed to provide solutions for non-ideal cases. Additional validation can be achieved in which the model is not only validated by German SMEs, but also by companies of other sizes and countries. DE-206 Namensnennung 4.0 International CC BY 4.0 cc https://creativecommons.org/licenses/by/4.0/ Design driven innovation (dpeaa)DE-206 Lab (dpeaa)DE-206 Lean startup (dpeaa)DE-206 Radical business model innovation (dpeaa)DE-206 Scenarios (dpeaa)DE-206 Spin-offs (dpeaa)DE-206 Oelsnitz, Dietrich von der 1964- verfasserin (DE-588)123099463 (DE-627)082346771 (DE-576)172385997 aut Enthalten in Leadership, education, personality Wiesbaden : Springer Fachmedien, 2019 2(2020), 1 vom: Sept., Seite 9-21 Online-Ressource (DE-627)1671230531 (DE-600)2981207-0 2524-6178 nnns volume:2 year:2020 number:1 month:09 pages:9-21 https://link.springer.com/content/pdf/10.1365/s42681-020-00008-z.pdf Verlag kostenfrei https://doi.org/10.1365/s42681-020-00008-z Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_21 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2014 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 2 2020 1 9 9-21 26 01 0206 3883010715 x1z 09-03-21 2403 01 DE-LFER 3906288412 00 --%%-- --%%-- n --%%-- l01 12-04-21 2403 01 DE-LFER https://doi.org/10.1365/s42681-020-00008-z 2403 01 DE-LFER https://link.springer.com/content/pdf/10.1365/s42681-020-00008-z.pdf
allfieldsGer	10.1365/s42681-020-00008-z doi (DE-627)1750818639 (DE-599)KXP1750818639 (DE-He213)s42681-020-00008-z-e DE-627 ger DE-627 rda eng Schmidt, Sina verfasserin (DE-588)1228893322 (DE-627)1750834200 aut Innovative business development identifying and supporting future radical innovators Sina Schmidt, Dietrich von der Oelsnitz 2020 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier DE-206 Open Access Controlled Vocabulary for Access Rights http://purl.org/coar/access_right/c_abf2 As the corporate environment becomes more volatile, uncertain, complex and ambiguous, companies are challenged to simultaneously adapt to multiple scenarios, develop radical innovations and destroy past successes. This flexible, i.e. agile and user-oriented, exploration must be ensured by exploiting already established efficiencies ("ambidextry"). However, most German SMEs do not engage in both radical and evolutionary innovations. Therefore, they tend to be disrupted. By investigating existing models regarding vuca-resilience and the development of radical innovations it was found that no practical guideline exists that provides established companies with VUCA-foresight in order to collaborate with radical innovators and thus achieve ambidextry. In order to close that gap, experts of five German companies were interviewed regarding their company’s innovation behaviour. Based on the interviews as well as scientific approaches regarding VUCA-resilience and the development of radical innovations a ten-step guideline has been derived. The success of the model has been proofed by three German SMEs that initially pushed little or no radical innovation and subsequently even founded their own company builders. Since this paper only shows the ideal way for established companies to achieve ambidextry with the help of radical innovators, further research is needed to provide solutions for non-ideal cases. Additional validation can be achieved in which the model is not only validated by German SMEs, but also by companies of other sizes and countries. DE-206 Namensnennung 4.0 International CC BY 4.0 cc https://creativecommons.org/licenses/by/4.0/ Design driven innovation (dpeaa)DE-206 Lab (dpeaa)DE-206 Lean startup (dpeaa)DE-206 Radical business model innovation (dpeaa)DE-206 Scenarios (dpeaa)DE-206 Spin-offs (dpeaa)DE-206 Oelsnitz, Dietrich von der 1964- verfasserin (DE-588)123099463 (DE-627)082346771 (DE-576)172385997 aut Enthalten in Leadership, education, personality Wiesbaden : Springer Fachmedien, 2019 2(2020), 1 vom: Sept., Seite 9-21 Online-Ressource (DE-627)1671230531 (DE-600)2981207-0 2524-6178 nnns volume:2 year:2020 number:1 month:09 pages:9-21 https://link.springer.com/content/pdf/10.1365/s42681-020-00008-z.pdf Verlag kostenfrei https://doi.org/10.1365/s42681-020-00008-z Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_21 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2014 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 2 2020 1 9 9-21 26 01 0206 3883010715 x1z 09-03-21 2403 01 DE-LFER 3906288412 00 --%%-- --%%-- n --%%-- l01 12-04-21 2403 01 DE-LFER https://doi.org/10.1365/s42681-020-00008-z 2403 01 DE-LFER https://link.springer.com/content/pdf/10.1365/s42681-020-00008-z.pdf
allfieldsSound	10.1365/s42681-020-00008-z doi (DE-627)1750818639 (DE-599)KXP1750818639 (DE-He213)s42681-020-00008-z-e DE-627 ger DE-627 rda eng Schmidt, Sina verfasserin (DE-588)1228893322 (DE-627)1750834200 aut Innovative business development identifying and supporting future radical innovators Sina Schmidt, Dietrich von der Oelsnitz 2020 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier DE-206 Open Access Controlled Vocabulary for Access Rights http://purl.org/coar/access_right/c_abf2 As the corporate environment becomes more volatile, uncertain, complex and ambiguous, companies are challenged to simultaneously adapt to multiple scenarios, develop radical innovations and destroy past successes. This flexible, i.e. agile and user-oriented, exploration must be ensured by exploiting already established efficiencies ("ambidextry"). However, most German SMEs do not engage in both radical and evolutionary innovations. Therefore, they tend to be disrupted. By investigating existing models regarding vuca-resilience and the development of radical innovations it was found that no practical guideline exists that provides established companies with VUCA-foresight in order to collaborate with radical innovators and thus achieve ambidextry. In order to close that gap, experts of five German companies were interviewed regarding their company’s innovation behaviour. Based on the interviews as well as scientific approaches regarding VUCA-resilience and the development of radical innovations a ten-step guideline has been derived. The success of the model has been proofed by three German SMEs that initially pushed little or no radical innovation and subsequently even founded their own company builders. Since this paper only shows the ideal way for established companies to achieve ambidextry with the help of radical innovators, further research is needed to provide solutions for non-ideal cases. Additional validation can be achieved in which the model is not only validated by German SMEs, but also by companies of other sizes and countries. DE-206 Namensnennung 4.0 International CC BY 4.0 cc https://creativecommons.org/licenses/by/4.0/ Design driven innovation (dpeaa)DE-206 Lab (dpeaa)DE-206 Lean startup (dpeaa)DE-206 Radical business model innovation (dpeaa)DE-206 Scenarios (dpeaa)DE-206 Spin-offs (dpeaa)DE-206 Oelsnitz, Dietrich von der 1964- verfasserin (DE-588)123099463 (DE-627)082346771 (DE-576)172385997 aut Enthalten in Leadership, education, personality Wiesbaden : Springer Fachmedien, 2019 2(2020), 1 vom: Sept., Seite 9-21 Online-Ressource (DE-627)1671230531 (DE-600)2981207-0 2524-6178 nnns volume:2 year:2020 number:1 month:09 pages:9-21 https://link.springer.com/content/pdf/10.1365/s42681-020-00008-z.pdf Verlag kostenfrei https://doi.org/10.1365/s42681-020-00008-z Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_21 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2014 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 2 2020 1 9 9-21 26 01 0206 3883010715 x1z 09-03-21 2403 01 DE-LFER 3906288412 00 --%%-- --%%-- n --%%-- l01 12-04-21 2403 01 DE-LFER https://doi.org/10.1365/s42681-020-00008-z 2403 01 DE-LFER https://link.springer.com/content/pdf/10.1365/s42681-020-00008-z.pdf
language	English
source	Enthalten in Leadership, education, personality 2(2020), 1 vom: Sept., Seite 9-21 volume:2 year:2020 number:1 month:09 pages:9-21
sourceStr	Enthalten in Leadership, education, personality 2(2020), 1 vom: Sept., Seite 9-21 volume:2 year:2020 number:1 month:09 pages:9-21
format_phy_str_mv	Article
building	26:1 2403:0
institution	findex.gbv.de
selectbib_iln_str_mv	26@1z 2403@01
topic_facet	Design driven innovation Lab Lean startup Radical business model innovation Scenarios Spin-offs
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container_title	Leadership, education, personality
authorswithroles_txt_mv	Schmidt, Sina @@aut@@ Oelsnitz, Dietrich von der @@aut@@
publishDateDaySort_date	2020-09-01T00:00:00Z
hierarchy_top_id	1671230531
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language_de	englisch
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topic_title	Innovative business development identifying and supporting future radical innovators Sina Schmidt, Dietrich von der Oelsnitz Design driven innovation (dpeaa)DE-206 Lab (dpeaa)DE-206 Lean startup (dpeaa)DE-206 Radical business model innovation (dpeaa)DE-206 Scenarios (dpeaa)DE-206 Spin-offs (dpeaa)DE-206
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title_full	Innovative business development identifying and supporting future radical innovators Sina Schmidt, Dietrich von der Oelsnitz
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title_sort	innovative business developmentidentifying and supporting future radical innovators
title_auth	Innovative business development identifying and supporting future radical innovators
abstract	As the corporate environment becomes more volatile, uncertain, complex and ambiguous, companies are challenged to simultaneously adapt to multiple scenarios, develop radical innovations and destroy past successes. This flexible, i.e. agile and user-oriented, exploration must be ensured by exploiting already established efficiencies ("ambidextry"). However, most German SMEs do not engage in both radical and evolutionary innovations. Therefore, they tend to be disrupted. By investigating existing models regarding vuca-resilience and the development of radical innovations it was found that no practical guideline exists that provides established companies with VUCA-foresight in order to collaborate with radical innovators and thus achieve ambidextry. In order to close that gap, experts of five German companies were interviewed regarding their company’s innovation behaviour. Based on the interviews as well as scientific approaches regarding VUCA-resilience and the development of radical innovations a ten-step guideline has been derived. The success of the model has been proofed by three German SMEs that initially pushed little or no radical innovation and subsequently even founded their own company builders. Since this paper only shows the ideal way for established companies to achieve ambidextry with the help of radical innovators, further research is needed to provide solutions for non-ideal cases. Additional validation can be achieved in which the model is not only validated by German SMEs, but also by companies of other sizes and countries.
abstractGer	As the corporate environment becomes more volatile, uncertain, complex and ambiguous, companies are challenged to simultaneously adapt to multiple scenarios, develop radical innovations and destroy past successes. This flexible, i.e. agile and user-oriented, exploration must be ensured by exploiting already established efficiencies ("ambidextry"). However, most German SMEs do not engage in both radical and evolutionary innovations. Therefore, they tend to be disrupted. By investigating existing models regarding vuca-resilience and the development of radical innovations it was found that no practical guideline exists that provides established companies with VUCA-foresight in order to collaborate with radical innovators and thus achieve ambidextry. In order to close that gap, experts of five German companies were interviewed regarding their company’s innovation behaviour. Based on the interviews as well as scientific approaches regarding VUCA-resilience and the development of radical innovations a ten-step guideline has been derived. The success of the model has been proofed by three German SMEs that initially pushed little or no radical innovation and subsequently even founded their own company builders. Since this paper only shows the ideal way for established companies to achieve ambidextry with the help of radical innovators, further research is needed to provide solutions for non-ideal cases. Additional validation can be achieved in which the model is not only validated by German SMEs, but also by companies of other sizes and countries.
abstract_unstemmed	As the corporate environment becomes more volatile, uncertain, complex and ambiguous, companies are challenged to simultaneously adapt to multiple scenarios, develop radical innovations and destroy past successes. This flexible, i.e. agile and user-oriented, exploration must be ensured by exploiting already established efficiencies ("ambidextry"). However, most German SMEs do not engage in both radical and evolutionary innovations. Therefore, they tend to be disrupted. By investigating existing models regarding vuca-resilience and the development of radical innovations it was found that no practical guideline exists that provides established companies with VUCA-foresight in order to collaborate with radical innovators and thus achieve ambidextry. In order to close that gap, experts of five German companies were interviewed regarding their company’s innovation behaviour. Based on the interviews as well as scientific approaches regarding VUCA-resilience and the development of radical innovations a ten-step guideline has been derived. The success of the model has been proofed by three German SMEs that initially pushed little or no radical innovation and subsequently even founded their own company builders. Since this paper only shows the ideal way for established companies to achieve ambidextry with the help of radical innovators, further research is needed to provide solutions for non-ideal cases. Additional validation can be achieved in which the model is not only validated by German SMEs, but also by companies of other sizes and countries.
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title_short	Innovative business development
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