In large organizations, innovation activities often take place in separate departments, centers, or studios. These departments aim to produce prototypes of solutions to the problems of operational business owners. However, too often these concepts remain in the prototype stage: they are never implemented …

Companies are organised to fulfil two distinctive functions: efficient and resilient exploitation of current business and parallel exploration of new possibilities. For the latter, companies require strong organisational infrastructure such as team compositions and functional structures to ensure exploration …

In large organisations, innovation activities are often located in separate departments, centres or studios. These departments aim to produce prototypes of solutions to the problems of operational business owners. However, too often these concepts remain in the prototype stage: they never cross the valley …

In our current and turbulent times, it is clear that some sort of organisational agility, in which-ever way achieved, is necessary to survive and thrive as an organisation. The question is how to achieve such manoeuvrability. We propose the use of design (thinking), with a focus on prototyping to iteratively …

In order to become more innovative, corporations are increasingly turning to design­-driven innovation capabilities. These capabilities are dynamic: they influence the way companies run their business and how companies create, capture and deliver value. Building design capabilities has proven difficult, …

The urgency to innovate for organisational survival has become increasingly recognized, with the result that innovation has conquered a position high on the management agenda. However, the unfamiliarity around innovation pose a challenge for innovation management. No unique solution exists to building …