Innovative business development: identifying and supporting future radical innovators
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ORIGINAL ARTICLE
Innovative business development: identifying and supporting future radical innovators Sina Schmidt1 · Dietrich von der Oelsnitz2 Received: 23 September 2019 / Accepted: 18 April 2020 © The Author(s) 2020
Abstract As the corporate environment becomes more volatile, uncertain, complex and ambiguous, companies are challenged to simultaneously adapt to multiple scenarios, develop radical innovations and destroy past successes. This flexible, i.e. agile and user-oriented, exploration must be ensured by exploiting already established efficiencies ("ambidextry"). However, most German SMEs do not engage in both radical and evolutionary innovations. Therefore, they tend to be disrupted. By investigating existing models regarding vuca-resilience and the development of radical innovations it was found that no practical guideline exists that provides established companies with VUCA-foresight in order to collaborate with radical innovators and thus achieve ambidextry. In order to close that gap, experts of five German companies were interviewed regarding their company’s innovation behaviour. Based on the interviews as well as scientific approaches regarding VUCA-resilience and the development of radical innovations a ten-step guideline has been derived. The success of the model has been proofed by three German SMEs that initially pushed little or no radical innovation and subsequently even founded their own company builders. Since this paper only shows the ideal way for established companies to achieve ambidextry with the help of radical innovators, further research is needed to provide solutions for non-ideal cases. Additional validation can be achieved in which the model is not only validated by German SMEs, but also by companies of other sizes and countries. Keywords Design driven innovation · Lab · Lean startup · Radical business model innovation · Scenarios · Spin-offs
1 Introduction “Having spent forty years forecasting, I believe that the future world will be more volatile, more uncertain, more complex, and more ambiguous, or so it will seem if you are in a seat of leadership.” (Johansen 2012).
The views and information expressed in this contribution are solely those of the authors and do not necessarily represent those of MHP Management-und IT-Beratung GmbH and its employees. * Sina Schmidt [email protected] Dietrich von der Oelsnitz d.oelsnitz@tu‑braunschweig.de 1
MHP Management-und IT-Beratung GmbH, Major‑Hirst‑Straße 3, 38442 Wolfsburg, Germany
Technische Universität Braunschweig, Institut für Unternehmensführung, Lehrstuhl für Organisation und Führung, Abt‑Jerusalem‑Straße 4, 38106 Brunswick, Germany
2
To handle these challenges, Johansen (2012) recommends four steps of business development: first, gain foresight by proactively sensing futures. In this way, companies can formulate visions that help them counter volatility. Second, develop insights to inspire strategy. The transparency thus achieved allows uncertainty to be managed. Third, gain knowledge in order to reduce complex
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