When the book “Ten Types of Innovation” (Keeley et al.), in its most recent format, hit the shelves in 2013 – not only me, but many of my colleagues in higher education, embraced the work because of its clarity and integrality. It offered a much richer approach than the usual – perhaps more scientifically evidenced – approach of 4 types of innovation (product innovation, process innovation, business model innovation, service [&hellip

a futuring technique for public organizations Still a holy grail in market research: the DESTEP – STEEPLE – method. It is taught in almost every business-related course in the world and a very powerful tool to map trends for strategic purposes.  However, there are a few fatal flaws that may cause users of this method to miss out on important opportunities: It’s too broad to grasp the real pains and [&hellip

4 Paths to a Sophisticated Innovation Strategy In december I reached out to both Alexander Osterwalder and John Bessant and asked them what is the most important organizational skill for engaging continuously with innovation. Their answers were almost the same: Osterwalder mentioned that every board should consist of both a Chief Executive Office and a Chief Entrepreneurship Officer. Bessant noted that organizations should always find a balance between innovators and [&hellip

Typology for Organizations: an update It has been a while since Henry Mintzberg developed his influential work that made us aware of the importance of structures in organization design. To my opinion, Mintzberg’s work was a refreshing change to the world of organization design that until then has been largely influenced by Taylor’s Scientific Management Approach and Henry Ford’s efficiency-based adaptation of that. As an entrepreneur and lecturer in organization [&hellip

As part of a simulation game on innovation management we have been running at universities and in corporate training programs for over 4 years now, we have developed an integrative model for dealing with innovation management on a daily basis. Innovation Management is a strategic activity that isn’t necessarily needed to implement throughly for every company. Mostly large companies have included structured processes that include administrative stages to following the [&hellip

The use of Open Innovation is to a large extent related to the rise of technology. Not only does technology smoothen Open Innovation, also the adaption of new technologies to the core business (model) can be accelerated by participating in Open Innovation networks. In fact, when talking to businesses the questions that they have do almost never directly include the use of Open Innovation as a goal. It’s assumed a [&hellip

In 1990 Kurzweil instantly incubated the way we think about Artificial Intelligence (AI) with his work The Age of Intelligent Machines. While there is now, almost 30 years later, still a long road ahead of us, the technology readiness level of AI is getting significantly closer and many applications are trying to implement AIs state-of-the-art features and starting to accelerate the creation of the Smart Business: AI-enabled organizations that thrive [&hellip

It has been a while since Henry Chesbrough coined the term Open Innovation and formulated it’s definition: “combining internal and external ideas as well as internal and external paths to market to advance the development of new technologies.” (Chesbrough, 2003). In the course of time, the terminology surrounding Open Innovation has evolved alongside developments in management literature and practises. Open Innovation as a paradigm on itself is on its quest [&hellip

This article is an extended book review of The Quest for Professionalism of George Romme, a 2016-published book by Oxford University Press. The book is a one-of-a-kind taking a much needed reflective approach to leadership and a critical note towards the level of professionalism that many of us are approaching the science of management and entrepreneurship with. His work is exceptional, because it integrates major scientific perspectives on management from [&hellip

Introduction Entrepreneurial thinking is described as one of the most relevant skills for the 21st-century workforce (Bacigalupo, Kampylis, Punie, & Brande, 2016). And for that reason it has become an integral criteria in many prescriptive regulations for (higher) education and in increasing numbers also explicitly and implicitly part of curricula (Saavedra & Opfer, 2012). As opposed to entrepreneurship, entrepreneurial thinking is not necessarily bound to entrepreneurs (to be); it is [&hellip