Gary Getz, Chris Jones and Pierre Loewe
This paper aims to investigates a process called “migration management.”, which the authors, Strategos consultants, believe that most companies need to link strategy development…
Abstract
Purpose
This paper aims to investigates a process called “migration management.”, which the authors, Strategos consultants, believe that most companies need to link strategy development and strategy execution.
Design/methodology/approach
Migration management employs two core perspectives to achieve better strategy implementation – a “future state” description considers identity and a “migration path” charts action.”
Findings
By creating and properly using clear statements of desired future identity and sequenced, interrelated paths of action programs within management processes oriented toward learning and adaptation, companies have been able to overcome the dilemmas and challenges associated with traditional approaches to strategy implementation.
Practical implications
With the intermediate future state and the overall migration path as guides, managers can translate the migration path programs into specific projects and initiatives.
Originality/value
The paper introduces the “future state” concept, which articulates what a knowledgeable observer would write if asked to describe the successful company and its new competencies at the end of the strategy time horizon. The paper describes the process for designing the migration path, the roadmap for getting to the “future state” from the present.
Details
Keywords
Pierre Loewe and Jennifer Dominiquini
This article offers three key pieces of advice for companies that aspire to be successful serial innovators: don't just treat the symptoms. Don't only act on one root cause. Don't…
Abstract
Purpose
This article offers three key pieces of advice for companies that aspire to be successful serial innovators: don't just treat the symptoms. Don't only act on one root cause. Don't blindly copy best practices.
Design/methodology/approach
Explains how to conduct an “innovation diagnostic” to pinpoint your company's specific innovation issues and opportunities and how to build a tailored action plan to address your company's most critical issues.
Findings
The study found that companies that act systemically on all four root causes of innovation blockages have the best chance of success.
Practical implications
Companies that aspire to be successful innovators need to act on the root causes of innovation failure found in four areas: leadership behaviors, management processes, people and skills, and culture and values.
Originality/value
Explains why innovation dysfunctionality is systemic problem, not one that can be quick fixed with a few new techniques such as stage gates and idea generation sessions.
Details
Keywords
This article aims to offer executives specific guidance on how to tailor a successful innovation strategy to their individual company situation.
Abstract
Purpose
This article aims to offer executives specific guidance on how to tailor a successful innovation strategy to their individual company situation.
Design/methodology/approach
Based on Strategos' experience assisting clients in many industries to develop a core competence at innovation, the firm offers three practical guidelines.
Findings
The article finds that Strategos recommends: start with fresh perspectives; leave behind the old innovation paradigm by challenging three outdated assumptions that constrain innovation efforts; use “innovation architecture” to design your innovation program; map out what you need to do on the three critical dimensions of innovation – the “what”, the “who” and the “how.”; avoid seven pitfalls that can thwart the initiative; and learn from the experience of innovation pioneers as you implement your innovation program.
Research limitations/implications
The article offers numerous case examples and step‐by‐step guidance.
Practical implications
The article identifies seven pitfalls and explains how to avoid them. These are: overly relying on customers to find solutions; generating ideas without new insights; assuming that innovation is about making a few “big bets”; failing to give innovators time, training and tools; confusing “involving many people” with “making it a free for all”; letting a systematic innovation process become bureaucratic; and failing to insist on sufficient involvement from the executive group.
Originality/value
Maps out what companies need to do on the three critical dimensions of innovation – the “what”, the “who” and the “how.”
Details
Keywords
Abstract
Details
Keywords
George S. Yip and George A. Coundouriotis
Using the chocolate industry as a case in point, the authors show how to analyze and take advantage of industry factors that either propel or weaken the trend toward globalization.