Most large companies are not radical innovators. They are good at it, do not seem close-changes to existing products or technologies, but they can in order to commercialize breakthrough ideas. This is the case because of “genetic” makeup: to gain values ​​in their management practices, their cultures and structures, depending on their internal R & D, and their inability to motivate the kind of aggressive and agile entrepreneurs, the source of most radical innovations are embodied. Large compani … Read more »

Most large companies are not radical innovators. They are good at it, do not seem close-changes to existing products or technologies, but they can in order to commercialize breakthrough ideas. This is the case because of “genetic” makeup: to gain values ​​in their management practices, their cultures and structures, depending on their internal R & D, and their inability to motivate the kind of aggressive and agile entrepreneurs, the source of most radical innovations are embodied. Large companies in traditional industries that want to increase their access to radical innovations have a variety of approaches provides. These range from those that draw on existing organizational resources, but are unlikely to radical innovations, ideas that stimulate involve a rethinking of relationships with external entrepreneurs and venture capitalists. As the focus of innovation moves from what to what outside the organization, the key to success moving mechanisms of the ownership and control of radical innovation mechanisms that promote learning about the commercial potential.
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from
Robert Stringer
Source: California Management Review
20 pages.
Release Date: 1 July 2000. Prod #: CMR180-PDF-ENG
How to Manage Radical Innovation HBR case solution