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 e...
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Gespeichert in:

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

Format:	E-Artikel
Sprache:	Englisch

Erschienen:	2020

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: 06. Mai, Seite 9-21
Übergeordnetes Werk:	volume:2 ; year:2020 ; number:1 ; day:06 ; month:05 ; pages:9-21

Links:	Volltext

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

Katalog-ID:	SPR04115097X

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spelling	10.1365/s42681-020-00008-z doi (DE-627)SPR04115097X (SPR)s42681-020-00008-z-e DE-627 ger DE-627 rakwb eng 650 370 ASE 650 370 ASE Schmidt, Sina verfasserin aut Innovative business development: identifying and supporting future radical innovators 2020 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier 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. Design driven innovation (dpeaa)DE-He213 Lab (dpeaa)DE-He213 Lean startup (dpeaa)DE-He213 Radical business model innovation (dpeaa)DE-He213 Scenarios (dpeaa)DE-He213 Spin-offs (dpeaa)DE-He213 von der Oelsnitz, Dietrich verfasserin aut Enthalten in Leadership, education, personality Wiesbaden : Springer Fachmedien, 2019 2(2020), 1 vom: 06. Mai, Seite 9-21 (DE-627)1671230531 (DE-600)2981207-0 2524-6178 nnns volume:2 year:2020 number:1 day:06 month:05 pages:9-21 https://dx.doi.org/10.1365/s42681-020-00008-z kostenfrei Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER 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 AR 2 2020 1 06 05 9-21
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author	Schmidt, Sina
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title	Innovative business development: identifying and supporting future radical innovators
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title_sort	innovative business development: identifying and supporting future radical innovators
title_auth	Innovative business development: identifying and supporting future radical innovators
abstract	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	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.
abstract_unstemmed	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.
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title_short	Innovative business development: identifying and supporting future radical innovators
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