Institutionalizing innovation

MIT Sloan Management Review

Volumn 49, Issue 2, 2008, Pages 45-53

  Anthony, Scoff D ^a   Johnson, Mark W ^b   Sinfield, Joseph V ^c  

^a Innovation Consulting Firm   (United States)

^b Firm's Co Founder   (United States)

^c PURDUE UNIVERSITY   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 67651161363     PISSN: 15329194     EISSN: None     Source Type: Journal    
DOI: None     Document Type: Article

References (15)

1. C. M., Christensen and M. E. Raynor, 'The Innovator's Solution" (Boston: Harvard Business School Press, 2003), 278-283.
2. See T. Levitt, "Marketing Myopia," Harvard Business Review 38 (July-August 1960): 24-47. Levitt cited many examples of how companies misunderstanding what business they were in caused them to miss opportunities for growth; for example, companies that thought they were in the railroad business missed opportunities to expand into aviation, shipping and logistics.
3. J. L. Bower and Clark G. Gilbert, "From Resource Allocation to Strategy" (New York: Oxford University Press, 2005). This book is an outstanding compendium of research on the resource-allocation process.
4. A. Bhide, "The Origin and Evolution of New Businesses" (New York: Oxford University Press, 2000);
5. and J. Clayton, B. Gambill and D. Harned, 'The Curse of Too Much Capital: Building New Businesses in Large Corporations," McKinsey Quarterly 3 (1999): 48-59.
6. This pathology is described in eloquent detail in Ettenson, "Innovator's Solution," chap. 9
7. Consider, for example, Wal-Mart's ill-fated effort to create a social network; airlines-within-airlines like Delta's Song or United Airlines' Ted; Kodak's original $30,000 digital camera; newspaper Web sites that were carbon copies of the print publication; and Nokia's N-Gage phone. All of these approaches seem to suffer from insufficient separation from the core business and core processes, leading to compromised solutions.
8. Christensen, "Innovator's Dilemma"; see particularly Chapters, "Give Responsibility for Disruptive Technologies to Organizations Whose Customers Need Them."
9. V. Govindarajan and C. Trimble, "Ten Rules for Strategic Innovators: From Idea to Execution" (Boston: Harvard Business School Press, 2005).
10. "Voices of Disruption: Bob Benz," Strategy & Innovation 4, no, 4 (July-August 2006)
11. Intel's chairman of the board, Andrew S. Grove recounted some of his reflections on the insight he gleaned from his interactions with Christensen in A.S. Grove, Keynote Speech (presented at Academy of Management Annual Meeting, San Diego, California, Aug. 9, 1998)
12. and T, Mack, "Danger, Stealth Attack," Forbes, Jan. 25, 1999.
13. C. M. Christensen, "Disrupting and Avoiding Commoditization" (presentation at the New Market Growth Innovation Workshop, Chatham, Massachusetts, Nov. 12-13, 2003).
14. L. Huston and N. Sakkab, "Connect and Develop: Inside Procter & Gamble's New Model for Innovation," Harvard Business Review 84 (March 2006): 58-66.
15. M, McCall, "High Flyers: Developing the Next Generation of Leaders" (Boston: Harvard Business School Press, 1998).