TY - JOUR
T1 - Selecting early-stage ideas for radical innovation
T2 - Tools and structures
AU - Nicholas, John
AU - Ledwith, Ann
AU - Bessant, John
PY - 2015/7/1
Y1 - 2015/7/1
N2 - Radical innovation is an engine of growth, but identifying likely opportunities can be challenging. Building on previous work, this paper explores the use and importance of nine strategies for selecting early-stage opportunities in a sample of 94 firms. Four strategies-building alternative visions, prototyping, using probe-and-learn methods, and mobilizing sponsorship and championship-are used by more than half of the firms surveyed. Usage of all of the strategies is higher in innovating firms than in non-innovating firms, regardless of company size. This confirms the utility of these approaches for innovation managers seeking to enable radical innovation in their companies.
AB - Radical innovation is an engine of growth, but identifying likely opportunities can be challenging. Building on previous work, this paper explores the use and importance of nine strategies for selecting early-stage opportunities in a sample of 94 firms. Four strategies-building alternative visions, prototyping, using probe-and-learn methods, and mobilizing sponsorship and championship-are used by more than half of the firms surveyed. Usage of all of the strategies is higher in innovating firms than in non-innovating firms, regardless of company size. This confirms the utility of these approaches for innovation managers seeking to enable radical innovation in their companies.
KW - Discontinuous innovation
KW - Radical innovation
KW - Scouting
KW - Selection strategies
UR - http://www.scopus.com/inward/record.url?scp=84936994343&partnerID=8YFLogxK
U2 - 10.5437/08956308X5804260
DO - 10.5437/08956308X5804260
M3 - Article
AN - SCOPUS:84936994343
SN - 0895-6308
VL - 58
SP - 36
EP - 44
JO - Research Technology Management
JF - Research Technology Management
IS - 4
ER -