Established firms need to balance their current business with future opportunities. The structures and processes that foster renewal and innovation differ from those allowing the firm to maintain daily operations. This book explores how managers can develop innovation capacity in the established firm, thus enabling repeated innovation and renewal. The underlying foundation of the book is the belief that innovation is a result of the interactions among people within and around the established firm. We present eight distinct organizational solutions that enable innovation and renewal. For each solution, we describe the theory behind it and illustrate it with recent cases, most of them from Norway or the Nordics. The book targets managers and employees in the private and public sectors who hold responsibility for innovation and renewal in an established firm. It is also suitable for students, particularly within the fields of strategy, organization and management.

Established firms need to balance their current business with future opportunities. The structures and processes that foster renewal and innovation differ from those allowing the firm to maintain daily operations. This book explores how managers can develop innovation capacity in the established firm, thus enabling repeated innovation and renewal. The underlying foundation of the book is the belief that innovation is a result of the interactions among people within and around the established firm. We present eight distinct organizational solutions that enable innovation and renewal. For each solution, we describe the theory behind it and illustrate it with recent cases, most of them from Norway or the Nordics. The book targets managers and employees in the private and public sectors who hold responsibility for innovation and renewal in an established firm. It is also suitable for students, particularly within the fields of strategy, organization and management.

Established firms need to balance their current business with future opportunities. The structures and processes that foster renewal and innovation differ from those allowing the firm to maintain daily operations. This book explores how managers can develop innovation capacity in the established firm, thus enabling repeated innovation and renewal. The underlying foundation of the book is the belief that innovation is a result of the interactions among people within and around the established firm. We present eight distinct organizational solutions that enable innovation and renewal. For each solution, we describe the theory behind it and illustrate it with recent cases, most of them from Norway or the Nordics. The book targets managers and employees in the private and public sectors who hold responsibility for innovation and renewal in an established firm. It is also suitable for students, particularly within the fields of strategy, organization and management.