Abstract
OVERVIEW:Radical innovation is an engine of growth, but identifying likely opportunities can be challenging. Building on previous work, this paper explores the use and importance of nine strategies for selecting early-stage opportunities in a sample of 94 firms. Four strategies—building alternative visions, prototyping, using probe-and-learn methods, and mobilizing sponsorship and championship—are used by more than half of the firms surveyed. Usage of all of the strategies is higher in innovating firms than in non-innovating firms, regardless of company size. This confirms the utility of these approaches for innovation managers seeking to enable radical innovation in their companies.
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