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Case Study

Untangling spaghetti: How innovation changed at Oticon (C)

By Paul Strebel, Anja Maier and Søren Stranne

5 pages

May 2014

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Reference: IMD-7-1529

The new innovation process has been accepted and begun to produce results, but is not yet entirely satisfactory.

Learning Objective

Managing change in the approach to innovation. Designing an innovation process adapted to the evolution of technology and organizational size, especially the tension between bottom-up creativity and developing an integrated product portfolio that exploits changing market needs. Understanding the importance of aligning organization and culture to support change (application of the Galbraith Star Model).

Keywords

Change Management, Innovation, Process, Company, Development

Settings

World/global, Denmark
Oticon, Healthcare, Medical Equipment
1991-2014

Type

Field Research

Available Languages

English

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This case study is part of a series

Untangling spaghetti: How innovation changed at Oticon (A)
Untangling spaghetti: How innovation changed at Oticon (B)
Untangling spaghetti: How innovation changed at Oticon (C)

This case study is part of a series

Untangling spaghetti: How innovation changed at Oticon (A)
Untangling spaghetti: How innovation changed at Oticon (B)
Untangling spaghetti: How innovation changed at Oticon (C)

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