Abstract
Within the context of the large established organization, breakthrough ideas are frequently lost. This article describes how breakthrough innovations are captured through opportunity recognition. Based on evidence from a six year long study of twelve radical innovation projects in ten large US firms. Highlights inefficiencies in current managerial processes and provides examples of organizational structures, mechanisms, and roles directed at reducing these inefficiencies. Presents a set of approaches for improving opportunity recognition capabilities and identifies several mechanisms for senior management to encourage ''radical innovation'' people and processes.
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Abstract
Within the context of the large established organization, breakthrough ideas are frequently lost. This article describes how breakthrough innovations are captured through opportunity recognition. Based on evidence from a six year long study of twelve radical innovation projects in ten large US firms. Highlights inefficiencies in current managerial processes and provides examples of organizational structures, mechanisms, and roles directed at reducing these inefficiencies. Presents a set of approaches for improving opportunity recognition capabilities and identifies several mechanisms for senior management to encourage ''radical innovation'' people and processes.