Innovation

Leadership Collection What does it take to make an organization truly innovative? This collection of articles from MIT Sloan Management Review examines the deliberate processes managers can take to nurture innovation and the importance of being able to translate the language of innovators to the executive office.

Giving people time and resources to pursue innovation projects can produce extraordinary outcomes — but only if you match your “slack strategy” to employee type. The authors found that different types of employees respond in different ways to slack innovation programs; that different kinds of slack resources are better suited to certain types of employees than others; and that different kinds of slack innovation programs produce different kinds of innovation.

Companies used to spend years clarifying business requirements before they would even think of launching new software. Today, cheaper cloud-based apps mean that implementation decisions are made on the fly — and there’s no going back.

Creating innovative products and services that disrupt the status quo requires creativity, and creativity involves thinking differently about constraints. But too much of a “the rules don’t apply to us” attitude can lead to ethical crises. That’s what’s happened at Uber, where a string of controversies led to a mass exodus of executives, including the company’s president and CEO. Organizations intent on innovating need to understand ahead of time the consequences of breaking certain rules.

Too often, companies with products that have alternative potential markets miss their opportunity: Either they fail to see the possibility of alternative markets, or they simply lack the will to do the necessary groundwork to explore the opportunity. Leveraging existing technology for new uses can be tricky, but the return is greater profit and a revitalized business model.

New studies show that companies can derive significant value from free digital goods such as open source software, especially when they pay their own employees to contribute to their creation — even if these assets become available to competitors.

Mature companies often lack the vision and the commitment to fully commit to new technologies — even when consumer are ready for them. This leads firms to develop watered down products with limited capabilities and leaves them exposed to upstart competitors.

The patent system and the standards system, which have together kindled a generation of unparalleled technological advancement, are being wrongly targeted as impediments to future progress. Public policies aimed at weakening the patent and standards systems risk stalling the pace of technological advancement.

This volume describes the ways that OI expands the space for innovation, describing a range of OI practices, participants, and trends. The contributors come from practice and academe, and reflect international, cross-sector, and transdisciplinary perspectives. They report on a variety of OI initiatives, offer theoretical frameworks, and consider new arenas for OI from manufacturing to education.