Innovation Succession

Jim Euchner,  From the Editor, RTM 61.1

“To everything there is a season, and a time to every purpose under the heaven.”

—Ecclesiastes 3:1

I have always been intrigued by the notion of forest succession. Following the burnout of a forest, the trees that grow are not (at first) the ones that were burned. The soil and the light are not proper for these trees. Instead, first-generation vegetation—mostly mosses and grasses—begins to grow, almost as soon as the ashes cool. Over time, as these plants grow, they change the composition of the soil, making the conditions right for a second-generation forest composed of bushes and small trees. Next, fast-growing evergreen trees take over. These trees love the sun and quickly become the dominant species. Soon, trees that thrive in the shade—the large, deciduous trees that will be the dominant species in the mature forest—begin to grow in their understory. The canopy they produce creates an environment in which the shade-intolerant pines cannot thrive; the climax forest is primarily composed of large, long-lived, shade-producing trees.

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Changing the Culture of R&D

By Tamara Carleton, CEO and Founder, Innovation Leadership Board, LLC; William Cockayne, CEO and Founder, Lead|X; and, Yuriko Sawatani, Professor, Center for Leadership Strategy, Waseda University

Whether it’s open innovation, portfolio management, or customer-centered innovation, implementing any new innovation framework often means changing an organization’s culture. This special issue focuses on the underlying issues that frequently lead good initiatives to stumble: How do you change culture to support change?

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