Balancing Incremental and Radical Business Model Innovation

My former student Meri Sahramaa (today a project manager at Capgemini) conducted a study two years ago that I supervised on innovation labs in the banking sector. Her work won her our master thesis of the year award, and with a little help from my old friend Marcel Bogers we turned it into an academic article that has just been published in Journal of Business Research – a journal I always wanted to publish in. We report that labs are constrained in their exploration of new business models by the need to satisfy top and core business managers. They do this among others by balancing incremental and radical innovation. Small incremental innovation provides the freedom for larger more radical innovation. Read about it here.