Managing Global Innovation: Frameworks for Integrating Capabilities around the World


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As long as firms are bound by the complexity— dispersion trade-off, the opportunities to create value and competitive advantage from global innovation will be limited. Instead, innovation leaders can take a third approach. They can leap to the upper curve of the exhibit: They can redesign their innovation practice to enable far-flung people to work together on complex ideas.

Article excerpt

This transition can be made by optimizing three different facets of innovation, generally at once. First, build a more compact and agile innovation footprint.

ISBN 13: 9781422125892

Second, develop the capabilities, processes, culture, and structures needed to support rich communication. Third, boost support for collaboration in innovation projects, both internally and with external partners. Through the experience of a number of companies, general principles are emerging for making each of these facets work. The innovation footprint.


  1. Innovation: Think Globally, Innovate Globally?
  2. What Ho!: The Best of Wodehouse.
  3. Overcoming the Global Innovation Trade-Off;
  4. The Global Innovation Challenge.

Limit the number of physical sites in an innovation network to those that contribute unique and differentiated knowledge. As more sites are added to a network, the marginal costs increase, because of the greater costs of management, communication, and coordination. The additional value to innovation that these sites might bring is likely to diminish because of duplication and redundancy.

The optimal number of sites in an innovation footprint is as many as you need, but as few as you can manage. The ideal innovation footprint should also be flexible enough to help find and access new sources of market, process, or technical knowledge, and easily disengage from obsolete sources.

To extend their compact physical footprint, firms can adopt short-term approaches that might include employing open source intermediaries to fill specific knowledge gaps, collaborating with more geographically dispersed partners, and organizing learning expeditions to access interesting sources of knowledge. Communication and receptivity.

In a typical co-located environment, combining complex knowledge is straightforward. It takes place through an informal, reciprocal, and iterative process of interaction, bolstered by the shared context and norms, as well as the language of a single place. But when innovators are separated by distance, time, and culture, communication becomes a serious challenge. The key to overcoming this challenge is a full array of communication tools, processes, and mechanisms, replicating as closely as possible the richness of in-depth local communication. This can be achieved in part through information and communications technology—based tools that are part of the everyday workflow — Web meetings, integrated engineering platforms, knowledge-sharing applications, forums, communities of practice, social media platforms, and so on — together with regular periods of temporary co-location to build trust and familiarity among dispersed teams.

Companies can also deploy people with a multicultural background or experience to interpret and translate complex knowledge among different contexts. Many leaders recognize the value of such people, but few companies have put the career structures and rewards in place to develop these critical skills. In many companies, knowledge hoarding is common.

Beginning in , the Xerox Corporation deliberately transformed its secretive, patent-based culture to one of open knowledge sharing across the group.

Are you winning the global innovation game or are you being left behind? | INSEAD Knowledge

This began with the adoption of an open source platform called CodeX that made code available for reuse across the company. By hosting projects on the platform, engineers experienced the benefits of knowledge sharing. Today, the culture at Xerox embraces an unusually high level of sharing and collaboration; for example, the website open. Block Allow. Business innovation. Yves L.

Doz , Keeley Wilson. Harvard Business Review Press. The key to bridging your global innovation gap In today's global economy, it would be short-sighted to rely solely on local resources for new-product innovations. The authors posit that a company's 'innovation footprint' should maximize speed and efficiency by balancing location with alternative approaches. They examine three alternative approaches: experiencing in a specific location, foraying via short-term knowledge gathering, and attracting the critical knowledge.

The authors define different types of knowledge and explore which alternative approach is best suited to each knowledge type. Managing Global Innovation 1. The Innovation Challenge. Managing Global Innovation 4. The Barriers to Integration. Managing Global Innovation 5.

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Improving Receptivity and Communication. Chapter 6: Organizing for Global Innovation Projects.


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    Managing Global Innovation: Frameworks for Integrating Capabilities around the World Managing Global Innovation: Frameworks for Integrating Capabilities around the World
    Managing Global Innovation: Frameworks for Integrating Capabilities around the World Managing Global Innovation: Frameworks for Integrating Capabilities around the World
    Managing Global Innovation: Frameworks for Integrating Capabilities around the World Managing Global Innovation: Frameworks for Integrating Capabilities around the World
    Managing Global Innovation: Frameworks for Integrating Capabilities around the World Managing Global Innovation: Frameworks for Integrating Capabilities around the World
    Managing Global Innovation: Frameworks for Integrating Capabilities around the World Managing Global Innovation: Frameworks for Integrating Capabilities around the World
    Managing Global Innovation: Frameworks for Integrating Capabilities around the World Managing Global Innovation: Frameworks for Integrating Capabilities around the World
    Managing Global Innovation: Frameworks for Integrating Capabilities around the World Managing Global Innovation: Frameworks for Integrating Capabilities around the World
    Managing Global Innovation: Frameworks for Integrating Capabilities around the World Managing Global Innovation: Frameworks for Integrating Capabilities around the World
    Managing Global Innovation: Frameworks for Integrating Capabilities around the World

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