Untangling spaghetti: How innovation changed at Oticon (A)
The bottom-up “Spaghetti Organization” for pioneering innovation at Oticon was successful growing the top line for almost two decades, but gradually became too fragmented and costly as the company increased in size. The failure of a high cost revolutionary new product launch, together with the appointment of a new president triggered a redesign of the innovation process towards technological innovation in competence domains producing modules that could be assembled into new products designed by brand specific product teams. However, the new innovation process led to frustration and confusion.
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).
Oticon, Healthcare
1991-2014
Cranfield University
Wharley End Beds MK43 0JR, UK
Tel +44 (0)1234 750903
Email [email protected]
Harvard Business School Publishing
60 Harvard Way, Boston MA 02163, USA
Tel (800) 545-7685 Tel (617)-783-7600
Fax (617) 783-7666
Email [email protected]
NUCB Business School
1-3-1 Nishiki Naka
Nagoya Aichi, Japan 460-0003
Tel +81 52 20 38 111
Email [email protected]
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- Untangling spaghetti: How innovation changed at Oticon (A)
- Untangling spaghetti: How innovation changed at Oticon (B)
- Untangling spaghetti: How innovation changed at Oticon (C)
- 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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