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The concept of the ambidextrous organization is gaining traction. It describes companies who can innovate in the current business at the same time as creating new business options for the future. This is achieved through:
Innovation is the lifeblood of business growth. Innovation management is also a process; a means of getting the right product to the right people at the right time.
Apologies in advance if any of the content in this article offends political sensitivities and affiliations; it’s certainly not the intention. Judging by the press and social media, to most people in the UK and probably in Europe as a whole, it appears that the election of Donald Trump as president of the USA is beyond surprising. But digging beneath the shock, and of course looking from the outside, there are lessons to learn for innovators.
Following on from the first article about the rationale for setting targets for creativity, I’d now like to suggest how and what should happen.
This is the first of two articles on setting targets for creativity. The topic of part 1 is why targets should be set; part 2 deals with how to set them.
