We would be well served to revisit the nature, locus, and basic processes of innovation.In recent years, we have seen well-established companies such as Kodak, Blockbuster, Nokia, and BlackBerry pushed to the brink by smart competitors and changes in their industries. Over the next five years, Ciba Vision successfully launched a series of contact-lens products, introduced a drug for treating age-related macular degeneration, pioneered a new lens-manufacturing process that dramatically reduced production costs, and overtook J&J in some market segments. February More broadly, Zvulun wondered how could he best balance his significant personal, professional, and organizational aspirations?Victors & Spoils (V&S), located in Boulder, Colorado, was the first advertising agency built on open innovation and crowdsourcing principles from the ground-up. process management activities must be buffered from exploratory activities and that President Glenn Bradley created autonomous units for six innovation projects. The type of innovation as well as the target market can be plotted on this matrix. The authors identified the following types of innovation:Incremental innovations involve small improvements to an existing product or process to enhance efficiency.Architectural innovations involve incorporating new technology and processes to change business elements.Discontinuous innovations occur when an advance is so powerful, it makes old products or processes obsolete.The table below illustrates what the authors refer to as “A Map of Innovation”. capabilities are rooted in both exploitative and exploratory activities. California management review 38 (4), 8-29, 1996. Articles This change process involves disciplined conversations, actions, and associated learning by the senior team, diffusing these learning capabilities to the extended senior leadership team and, over time, to the larger leadership community. Lawrence’s professional work was rooted in an aspiration to do work that was rigorous, relevant to practicing managers, and of service to society. the mission from the board was to continue the company's growth trajectory by opening more stores and, ultimately, increasing sales to $1 billion. Despite a number of initiatives, SLSD members have been skeptical about incorporating the approach into their day-to-day research and work and have resisted Davis's and his strategy team's efforts. They must constantly pursue All these types of innovation can have different targets. April Soon, USAToday.com found itself starved of cash, as the newspaper continued to consume most of the available capital, and the online unit began losing talented staff.Cichowski pushed to have her business spun out entirely from the newspaper, as other companies were doing with their Internet ventures, but Curley had a very different view. The case highlights a set of decisions Hema makes to build the firm.Executives who return from campus-based executive programs ready to make changes often find employees resistant to new ideas. We then examine how this ease of external engagement impacts the organization and its strategic activities. Create organizationally distinct units—but tightly integrate them at the senior executive level. The case uses the example of the acquisition of Victors & Spoils, a crowdsourcing advertising agency, to examine internal reactions.This short video illustrates the challenges of leading innovation and change. These practices will increasingly favor exploitative innovations at the expense of exploratory innovations. Curley’s “network strategy” and Bradley’s “Healthy Eyes for Life” were compelling visions that underscored the strategic necessity of ambidexterity and the benefits for all employees, both those in the traditional units and those in the breakthrough initiatives. up as cross-functional teams operating from within the existing organization, but outside of the organization’s management structure. Given the executive will to make it happen, any company can become ambidextrous.Copyright © 2020 Harvard Business School Publishing. Making strategy: Learning by doing. We first briefly review extant theories of the firm and then discuss three theoretical aspects of sociality related to crowds in the context of strategy, organizations, and innovation: (1) the functions of sociality (sociality as extension of rationality, sociality as sensing and signaling, sociality as matching and identity); (2) the forms of sociality (independent/aggregate and interacting/emergent forms of sociality); and (3) the failures of sociality (misattribution and misapplication). We argue that executive education is an underutilized context that can enhance the quality of faculty research as well as our impact on managerial practice. One of the oldest banks in South Africa, Nedbank merged with another South African bank in 2002. O’Reilly and Tushman (2004), for example, describe the pressures facing Tom Curley, publisher of the USA Today newspaper, in the late 1990s. Most successful enterprises are adept at refining their current offerings, but they falter when it comes to pioneering radically new products and services. The case and associated video nicely describe Ingrid's leadership style shifting from a chartered accountant to a more seasoned leader. Other Teaching and Training Material