strategies for the management of exploratory opportunities

Strategies for the Management of Exploratory Opportunities

Heidi M.J. BertelsPeter A. Koen

Stevens Institute of Technology, Hoboken, NJ

Agenda

What exploration can do

The incumbent perspective

Research agenda: 3 dilemma’s

It’s hard to compete with…

… Adshel

… JetBlue

Why?

3

INNOVATION(product/service/process level)

Incremental Architectural Radical

INNOVATION(product/service/process level)

Incremental Architectural Radical

FINANCIAL HURDLE(Organizational Level)

Lower

Existing

Higher

INNOVATION(product/service/process level)

Incremental Architectural Radical

VALUE NETWORK(Ecology Level)

FINANCIAL HURDLE(Organizational Level)

NEW non consumer

NEW existing consumer

ESTABLISHED

Lower

Existing

Higher

3

Organizational Complexity

Separated?

Integrated?

Or both?

Financial Uncertainty

Financial assessments are important “…not because of their accuracy but because of the learning opportunities

they present.” (Govindarajan & Trimble, 2005)

Team Prior Knowledge

“What an individual can discover is related to his or her prior knowledge (prior experience and education).”

(Shane, 2000)

Take Away’s

3 dimensions along which to explore

3 dilemma’s to take into consideration

Heidi Bertels, PhD StudentPeter Koen, Associate Professor