Innovation is recognized as a discipline of management research with a correspondingly large diversity of perspectives concerning what constitutes good and and not so good innovation management.
One research area of the Innovation and Growth Academy attempts to group this diversity of perspectives on innovation management into a scheme of innovation paradoxes, which managers can utilize to mastermind and custom-make their own best innovation strategy.
This research remains work in progress for the foreseeable future, and therefore the innovation paradoxes suggested below, should be viewed as an invitation for debate and consideration.
Innovation Inputs: | Scientific vs Pragmatic |
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Driver | Technology vs Solutions |
Method | Invention vs Imitation |
Strategy | Exploration vs Exploitation |
Innovation Outputs: | Narrow vs Broad |
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Target | Products vs Process |
Impact | Evolution vs Revolution |
Focus | Specific Users vs Generic Users |
Innovation Configuration: | Concentrated vs Dispersed |
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Arena | Local vs Global |
Organisation | Depth vs Breadth |
Network | Autonomy vs Cooperation |
Innovation Process: | Mechanistic vs Organic |
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Culture | Logic vs Creative |
Structure | Control vs Chaos |
Procedure | Deliberate vs Emergent |