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Making Innovation Happen

A Global Aggregation of Leading Edge Articles on Management Innovation, Creative Leadership, Creativity and Innovation.  

This is the official blog of Ralph Kerle, Chairman, the Creative Leadership Forum. The views expressed are his own and do not represent the views of the International or National Advisory Board members. ______________________________________________________________________________________

 

Entries in Enterprise (2)

Monday
Jul272009

Are the dynamics of innovation changing?

Ran across an intriguing article in Sunday’s New York Times. The author, Steve Lohr, raised the question of whether current trends may create a shift in advantage in innovation– from entrepreneurial companies to large ones. The argument is thatmany of today’s biggestproblems are in complex fields such as energy and the environment — and that solutions will need to be multidisciplinary rather than the work of entrepreneurial inventors. “The pendulum of thinking on innovation does seem to be swinging toward the big guys,” Lohr wrote. The article brought to mind for mean interview I conducted with Harvard Business School’s Clayton M. Christensen last fall. An edited version of the interview with Clay Christensen appeared in the Spring 2009 issue of MIT Sloan Management Review – but one point that didn’t make it into the published version (due to space constraints) was a brief observation Christensen made aboutestablished companies and disruptive innovation.Christensen noted that he had become”a lotmore optmistic” in the last five years about leading companies’ ability to successfully innovate disruptively, if the management team understands the principles of disruptive innovation.

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Friday
Jul172009

Building Value through Enterprise Architecture: A Global Study

The economic crisis has taught organisations a critical lesson: Only by focusing on long-term value can they ensure their survival during difficult times—and be ready to change when the opportunity or the need arises. Among the capabilities required to create value now and in the long term, we believe, is Enterprise Architecture (EA)—the process of aligning an enterprise’s structure and operations, including business functions, processes, and information systems, with its business goals and strategic direction. Yet questions remain concerning the value of EA: Does investment in EA really deliver value to the business? If so, what types of value are being realized? What are successful organizations doing to capture value from EA, and what are the greatest challenges to an effective EA? What are the most important actions that companies should take to develop their EA capabilities? And how can EA be used in the short term and the longer term, given the challenges in the economic climate?

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