The 5 Myths of Innovation Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

Historically, most managers equated innovation primarily with the development of new products and new technologies. But increasingly, innovation is seen as applying to the development of new services, business models, service plans and routes to market, and new management techniques. There is now a growing recognition that new ideas can transform any part of the value chain and that products and services are only the tip of the iceberg of innovation. This shift has implications for those who "own" innovation. It used to be the lot of a select group of employees, whether designers, engineers or scientists whose responsibilities include creating and developing new ideas, often in a separate location. But increasingly, innovation has been regarded as the responsibility of the entire organization. For many large companies, in fact, the new imperative to view innovation as "all the time, everywhere" capability, which uses the skills and imagination of employees at all levels. Making innovation work each intuitively appealing, but it is very difficult to achieve, but many companies have tried and almost all believe that it is very important to keep trying. To understand these problems, and to identify innovative practices that work, the authors spent three years studying the process of innovation in 13 global companies. Many of the standard arguments about how to stimulate innovation in large organizations have been confirmed, but some surprises were also found. In this paper, we focus on the key ideas that emerged as a result of their research, organized around five persistent "myths" that continue to pursue innovation for many companies. Five myths are: (1) to Eureka, (2) built it and they will come, (3) the future of Open Innovation, (4) wages Paramount, and (5) bottom-up innovation best ". Hide
by Julian Birkinshaw, Cyril Bouquet, Jean-Louis Barsoux Source: MIT Sloan Management Review 10 pages. Publication Date: January 1, 2011. Prod. #: SMR376-PDF-ENG