The Motivated Market Theory – How Intersubjective Relationships Distributed across Networks Enable Higher Value Innovation

Abstract

This chapter flips innovation on its head. Instead of validating our ideas in the market, why not facilitate a market already motivated to change to do so. Theoretical and empirical evidence is presented to support this theory, along with tools and techniques enabling Innovation Leaders to deliver radical change. Three case studies are shared showing how successful innovation leaders have researched and developed opportunities for radical innovation.

Citation

Neild, M. (2023), "The Motivated Market Theory – How Intersubjective Relationships Distributed across Networks Enable Higher Value Innovation", Jensen, K.R., Kaudela-Baum, S. and Sheffield, R. (Ed.) Innovation Leadership in Practice: How Leaders Turn Ideas into Value in a Changing World, Emerald Publishing Limited, Leeds, pp. 349-366. https://doi.org/10.1108/978-1-83753-396-120231018