Magnus Penker

Back in 2018, we did a deep dive into radical vs incremental innovation, and the structure of organizations that focus on one over the other or are working ambidextrously.

In the study, Magnus Penker and Dr. Soo Beng Khoh examined 3,000 organizations over a 52-month period and mapped how well they handled incremental innovation and radical innovation.

They were surprised to learn that incremental innovators had less structure, weaker capabilities for decision making, and slower… Visa mer

Back in 2018, we did a deep dive into radical vs incremental innovation, and the structure of organizations that focus on one over the other or are working ambidextrously.

In the study, Magnus Penker and Dr. Soo Beng Khoh examined 3,000 organizations over a 52-month period and mapped how well they handled incremental innovation and radical innovation.

They were surprised to learn that incremental innovators had less structure, weaker capabilities for decision making, and slower speed to market than radical innovators. Another surprising finding that could be proven with statistical significance was that radical innovators have the capabilities for also applying incremental innovation.

The conclusion was that incremental innovators statistically are less capable of both improvements and of protecting them against disruption. The results of the study were presented at IEEE in their peer-reviewed journal. This insight has now been transferred into actions with our clients, as well as published in the March issue, 2021, of Inc Magazine with 33 million monthly views. Visa mindre

Every single day there is an entrepreneur that comes to life for the first time – and every single day there is another, who is giving up on their dreams. Eleven letters. That’s all that separates them. Why are some catapulted to great professional heights, where others fail? Persistence.

QUITLESS is a comprehensive anthology of some of the most successful, die-hard, and tirelessly working entrepreneurs in the world. Together they weave a compelling narrative about the cruciality of… Visa mer

Every single day there is an entrepreneur that comes to life for the first time – and every single day there is another, who is giving up on their dreams. Eleven letters. That’s all that separates them. Why are some catapulted to great professional heights, where others fail? Persistence.

QUITLESS is a comprehensive anthology of some of the most successful, die-hard, and tirelessly working entrepreneurs in the world. Together they weave a compelling narrative about the cruciality of learning to pick yourself up, dust yourself off and get back in the game. Direct from the source, learn the art of responding purposefully, deliberately and pragmatically to the myriad obstacles standing between you and your own personal success story. Visa mindre

“Wow! Everything that Magnus says is somewhat contrary to our official positions on successful innovation. I knew I had to read this book - and I’m very glad that I did.” — Philip Kotler

Innovation is key for any organization's continued success. Some companies are more successful than others, so what are their secret formulas? The authors investigated data on innovation collected during a 52- month period (1 January 2014 to 1 May 2018) from more than 2,900 companies in 105 countries. They found that two distinct innovation strategies (incremental and radical) are widely practiced. An in-depth investigation and innovation analytics were performed on those organizations using… Visa mer

Innovation is key for any organization's continued success. Some companies are more successful than others, so what are their secret formulas? The authors investigated data on innovation collected during a 52- month period (1 January 2014 to 1 May 2018) from more than 2,900 companies in 105 countries. They found that two distinct innovation strategies (incremental and radical) are widely practiced. An in-depth investigation and innovation analytics were performed on those organizations using the data collected by the InnoSurvey tool with help from licensed practitioners worldwide. It was concluded that radical innovators are better at linking organizational strategy and capabilities than incremental innovators. As the link between strategy and capability is highly correlated to financial performance [1], radical innovators, therefore, have better chances of success in future business than incremental innovators, which is a new insight, since incremental innovators are often perceived as being more stable, more mature, and more risk averse. Visa mindre

Innovative concepts are like living organisms-they require energy and resources to survive. Innovation can only thrive when it emerges from an organization committed to the growth and sustainability of the enterprise. Instead of thinking of cultivating an innovation in isolation, organizations are more successful when they generate a cluster of innovations, manage them side-by-side, and evaluate how they interact as a portfolio of initiatives. Volume 5, the final volume in this detailed… Visa mer

Innovative concepts are like living organisms-they require energy and resources to survive. Innovation can only thrive when it emerges from an organization committed to the growth and sustainability of the enterprise. Instead of thinking of cultivating an innovation in isolation, organizations are more successful when they generate a cluster of innovations, manage them side-by-side, and evaluate how they interact as a portfolio of initiatives. Volume 5, the final volume in this detailed reference series, tackles the changing role of strategy, leadership, transformation, sustainability, and how to manage a balanced portfolio of strategic initiatives. Visa mindre

Assessing and Measuring Innovation is part one in a 5-volume series investigating why some innovations have proven to be exponentially influential and identifying which elements matter most in transforming brilliant ideas into practical ones. Based on hard data from thousands of enterprises and penetrating insights from professional innovation consultants, this volume guides business leaders and innovation practitioners through a critical self-assessment prior to the launch of any innovative… Visa mer

Assessing and Measuring Innovation is part one in a 5-volume series investigating why some innovations have proven to be exponentially influential and identifying which elements matter most in transforming brilliant ideas into practical ones. Based on hard data from thousands of enterprises and penetrating insights from professional innovation consultants, this volume guides business leaders and innovation practitioners through a critical self-assessment prior to the launch of any innovative project. The InnoSurvey™ introduced in this series represents the world's largest database on business innovation. Visa mindre

This report aims to transfer my (the author’s) structural capital and tangible know-how in driving communication, especially PR and promotion, within international consultancy companies. The report is based upon my 15+ years experience of communication and of driving traditional as well as digital PR within international professional service firms (PSF). The role I have had in the different organizations has been as CEO, Chairman, VP of Training, advisor and external consultant… Visa mer

This report aims to transfer my (the author’s) structural capital and tangible know-how in driving communication, especially PR and promotion, within international consultancy companies. The report is based upon my 15+ years experience of communication and of driving traditional as well as digital PR within international professional service firms (PSF). The role I have had in the different organizations has been as CEO, Chairman, VP of Training, advisor and external consultant.
Communication is universal and takes place through many channels. PR is only one part of the communication mix but a very efficient one for PSFs as it is B2B and highly dependent upon trust and a good reputation. To understand reputation and its management there are three key questions:
1. Reputation with whom? That is, the key stakeholders you want to impact.
2. Reputation for what? That is, what do you want to be known for?
3. Reputation for what purpose? That is, how can the reputation you want help your business
become more successful? Visa mindre

This internal report aims to transfer my (the author’s) structural capital and tangible knowhow in building intellectual capital within a consultancy business. The report is based upon 15+ years of experience in building intellectual capital in a number of international consultancy businesses. The roles I have had in the different organisations have been as CEO, Chairman, VP of Training, advisor and external consultant. The definition of Intellectual Capital used in the report is based upon… Visa mer

This internal report aims to transfer my (the author’s) structural capital and tangible knowhow in building intellectual capital within a consultancy business. The report is based upon 15+ years of experience in building intellectual capital in a number of international consultancy businesses. The roles I have had in the different organisations have been as CEO, Chairman, VP of Training, advisor and external consultant. The definition of Intellectual Capital used in the report is based upon Leif Edvinsson and the work of Intellectual Capital of Sweden AB. Professor Leif Edvinsson divided Intellectual Capital into three main categories plus the business idea: relational capital, structural capital and human capital. The difficult thing with consultancy firms, especially management consultants operating in a premium market, is capturing, sharing, diffusing, refining and generating new explicit knowhow. However, tacit knowhow is even harder to capture, share, diffuse, refine and generate within an organisation with individualistic knowledge workers, and is thus dependent upon the social capital of the firm. Visa mindre

In a world of hyper competition, innovation is imperative to gain competitive advantage. However, the coin has a flip side, as innovations are often expensive and can be easily imitated by competitors. In this study, the nature of small and midsize enterprises (SMEs) acting on niche markets with few players have been investigated and explored, resulting in a set of Key Success Factors (KSF). The four key research questions answered in this study are: Can innovation lead to competitive… Visa mer

In a world of hyper competition, innovation is imperative to gain competitive advantage. However, the coin has a flip side, as innovations are often expensive and can be easily imitated by competitors. In this study, the nature of small and midsize enterprises (SMEs) acting on niche markets with few players have been investigated and explored, resulting in a set of Key Success Factors (KSF). The four key research questions answered in this study are: Can innovation lead to competitive advantages? Which type of innovations has the most impact? Are there any differences acting on a niche market (with oligopolistic characteristics) compared with other market structures? What are the key success factors when establishing an innovation process? Visa mindre