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Keywords
Der radikale Wandel im Unternehmensumfeld bringt Unsicherheit und Komplexität mit sich. Daher ist ein Paradigmenwechsel im Management gefordert, denn scheinbar bewährte Rezepte funktionieren nicht mehr. Dieses Kapitel zeigt dazu, wie Führung 4.0 oder Digital Leadership die notwendigen dynamischen Fähigkeiten in der Organisation implementiert. Darüber hinaus wird dargestellt, wie eine Kernherausforderung der digitalen Transformation für etablierte Unternehmen gelingen kann – Ambidextrie (Beidhändigkeit) umzusetzen. Anhand zahlreicher Praxisbeispiele wird beschrieben, wie diese Beidhändigkeit – gleichzeitig das Kerngeschäft effizient zu optimieren und durch strategische Innovation in neue Geschäfte zu wachsen – strategische Erneuerung und digitale Transformation ermöglicht. Es wird aufgezeigt, wie die notwendige Unternehmerorientierung (Entrepreneur Orientation) gestärkt und Corporate Entrepreneurship erfolgreich umgesetzt werden kann. Als konkrete Option der Implementierung werden dazu unternehmerische, agile Teams – sogenannte eingebettete Unternehmerteams oder Corporate Start-ups – beschrieben. Auf Basis unserer Befragung von ca. 2000 Tech-Unternehmen und der Auswertung von mehr als 5000 Interviewminuten mit Geschäftsführern und Innovationsverantwortlichen in über 40 Unternehmen werden Empfehlungen zu Aufbau und Führung dieser Teams sowie kritische Erfolgsfaktoren erläutert.
Corporate venturing has gained much attention due
to challenges and changes that occur because of discontinuous
innovations – which seem to be promoted by digitalization. In this
context, open innovation has become a promising tool for
established companies to strengthen their innovation capabilities.
While the external opening of the innovation process has gained
much attention, the internal opening lacks on investigations.
Especially new organizational forms, such as Internal Corporate
Accelerators, have not been investigated sufficiently. This study,
which is based on 13 interviews from two German tech-companies,
contributes to a better understanding of this new form of corporate
venturing and the resulting effects on the organizational renewal.
The Role of Support-Activities for the successful Implementation of Internal Corporate Accelerators
(2018)
Today’s markets are characterized by fast and radical changes, posing an essential challenge to established companies. Startups, yet, seem to be more capable in developing radical innovations to succeed in those volatile markets. Thus, established companies started to experiment with various approaches to implement startup-like structures in their organization. Internal corporate accelerators (ICAs) are a novel form of corporate venturing, aiming to foster bottom-up innovations through intrapreneurship. However, ICAs still lack empirical investigations. This work contributes to a deeper understanding of the interface between the ICA and the core organization and the respective support activities (resource access and support services) that create an innovation-supportive work environment for the intrapreneurial team. The results of this qualitative study, comprising 12 interviews with ICA teams out of two German high-tech companies, show that the resources provided by ICAs differ from the support activities of external accelerators. Further, the study shows that some resources show both supportive as well as obstructive potential for the intrapreneurial teams within the ICA.
The corporate entrepreneur
(2016)
Corporate entrepreneurship is one tool for established companies to strengthen their capabilities for strategic renewal and innovativeness. The question, however, which factors are influencing the success of a corporate entrepreneurship initiative requires further attention. The corporate entrepreneur who is acting as both the leader of embedded entrepreneurial teams and linking pin to the corporate, is providing one possible perspective. Based on 6 interviews conducted in 6 German organizations this study contributes to the understanding of the role of the corporate entrepreneur and how this role can be distinguished from other roles in the context of innovation.