JUSTESEN WRITINGS 2006
These writings by Susanne Justesen in 2006 are a mixture of rather academic papers (prepared as part of her Ph.D. studies), and blogposts of a more user-friendly
nature. Questions or comments are highly appreciated.
THE SOCIAL CONSTRUCTION OF HOMOGENUITY IN ORGANIZATIONAL INNOVATION PRACTICE
11 September 2006: This rather theoretical paper by Justesen was presented at SCANCOR at Stanford University and explores some of the rather surprising constructions of homogeneity in innovation practice. The paper discusses why these dynamics are important to consider in organizational innovation, seen as they are to prevent innovation practice from being innovative practice, e.g. exploitation rather than exploration. The paper is still in the making, but outlines some of the problems arising from groupthink and homogenuity in innovation practice, and the potential consequences in terms of ingroup bias and outgroup derogation in the identification with customers.
11 September 2006: This rather theoretical paper by Justesen was presented at SCANCOR at Stanford University and explores some of the rather surprising constructions of homogeneity in innovation practice. The paper discusses why these dynamics are important to consider in organizational innovation, seen as they are to prevent innovation practice from being innovative practice, e.g. exploitation rather than exploration. The paper is still in the making, but outlines some of the problems arising from groupthink and homogenuity in innovation practice, and the potential consequences in terms of ingroup bias and outgroup derogation in the identification with customers.
DIVERSITY AND OPEN INNOVATION
4 September 2006: This blogPost by Susanne Justesen sets out to learn from the interesting experiences from the organisation Montitor Network, and explores the importance of diversity in open innovation - and especially the experiences from Christopher Meyer, the CEO of Monitor Network
4 September 2006: This blogPost by Susanne Justesen sets out to learn from the interesting experiences from the organisation Montitor Network, and explores the importance of diversity in open innovation - and especially the experiences from Christopher Meyer, the CEO of Monitor Network
THE DANGERS OF PROTOTYPICAL LEADERS
17 august 2006: Leaders often become leaders exactly because they embody "the aspirations, attitudes, and behaviors of the group"(Hogg & Terry, 2000:128), and not necessarily because they possess leadership qualities and competences. Organizations thus often end op producing leaders who are selected as leaders exactly because they reproduce the present and therefore are less likely to produce the future (and even less likely to produce innovation).
17 august 2006: Leaders often become leaders exactly because they embody "the aspirations, attitudes, and behaviors of the group"(Hogg & Terry, 2000:128), and not necessarily because they possess leadership qualities and competences. Organizations thus often end op producing leaders who are selected as leaders exactly because they reproduce the present and therefore are less likely to produce the future (and even less likely to produce innovation).
THE RELEVANCE OF OUTCOME-DRIVEN INNOVATION
15 august 2006: In this blogpost by Susanne Justesen, she describes the power of outcome driven innovation, and is therefore also a very strong recommendation of the book by Anthony Ulwick, using outcome-based innovation to better understand what customers really want. It is a must-read
15 august 2006: In this blogpost by Susanne Justesen, she describes the power of outcome driven innovation, and is therefore also a very strong recommendation of the book by Anthony Ulwick, using outcome-based innovation to better understand what customers really want. It is a must-read
INNOVATING AT IDEO
3. august 2006: During the stay of Susanne Justesen at Stanford University, she got the opportunity to spend some time with IDEO, and none the least with Kraft Food as they were working with IDEO. She wrote this blogpost about that highly interesting experience with IDEO.
3. august 2006: During the stay of Susanne Justesen at Stanford University, she got the opportunity to spend some time with IDEO, and none the least with Kraft Food as they were working with IDEO. She wrote this blogpost about that highly interesting experience with IDEO.
ORGANISATIONAL DIVERSITY AS A DRIVER OF INNOVATION
August 2006: This article in Danish was published in CVL Hotline (a publication from Copenhagen Business School) and discusses what diversity is, why it is important and how it relates to innovation and innovative practices in organisations.
August 2006: This article in Danish was published in CVL Hotline (a publication from Copenhagen Business School) and discusses what diversity is, why it is important and how it relates to innovation and innovative practices in organisations.
SERIAL INNOVATION - LEARNING FROM HOLLYWOOD
July 2006: it seems that there is quite a lot we can learn from Hollywood when it comes to innovation management, and to keeping up the steam when we have to constantly deliver innovation. Susanne Justesen in this column took a closer look at some of the 'secrets' of the entertainment industry, and how they can send out new TV series and none the least keep innovating each series season after season, episode after episode.
July 2006: it seems that there is quite a lot we can learn from Hollywood when it comes to innovation management, and to keeping up the steam when we have to constantly deliver innovation. Susanne Justesen in this column took a closer look at some of the 'secrets' of the entertainment industry, and how they can send out new TV series and none the least keep innovating each series season after season, episode after episode.
GANTT CHARTS AND INNOVATION MANAGEMENT - A MINI-PAPER (5 pp)
February 2006: This short paper is a short discussion as to the tendency towards using Gant Charts in organising innovation
February 2006: This short paper is a short discussion as to the tendency towards using Gant Charts in organising innovation