Innovation cycles what we haven’t learned from the past


Innovation tools has a blog pointing to professor Rosabeth Moss Kanter’s interview about innovation. Kanter is a professor at the Harvard Business School.

Executive Summary

“classic traps of innovation and how to avoid them. Key concepts include:

The search for new ideas must go broad and deep throughout an organization. Traditional corporate controls and structures don’t work well with innovation teams. New methods are needed to gauge effectiveness.

Innovators must be kept connected to the mainstream business. Isolating them leads to tensions with other parts of the company and lessens the chances that their work will be adopted.”

Every managerial generation rediscovers the need for innovation to drive growth but, decade after decade, “grand declarations about innovation are followed by mediocre execution that produces anemic results, and innovation groups are quietly disbanded in quiet cost-cutting drives.” So observes Rosabeth Moss Kanter in a new Harvard Business Review article, “Innovation: The Classic Traps.”

Yesterday I posted a blog about measuring the success of innovations – something I’m suggesting needs to be considered within a relational-macro-system framework. This is where systems theory and connectionism becomes useful.

SuperCorp: How Vanguard Companies Create Innovation, Profits, Growth, and Social Good
– Rosabeth Moss Kanter

Change Masters – Rosabeth Moss Kanter

Innovation: The Classic Traps (HBR OnPoint Enhanced Edition) –
Rosabeth Moss Kanter


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