Page 82 - Grow from Within Mastering Corporate Entrepreneurship and Innovation

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different meaning depending on the industry to which the
Radar is applied. For instance, supply chain means something
much different to a consultancy from what it means to an auto-
mobile company. Although one might not think of supply
chains for consultancies, they certainly have them, to supply
inputs like talent, frameworks, and methodologies.
While these examples illustrate the many possible dimen-
sions of innovation, the true value of the Innovation Radar
arises from its ability to portray business innovation as a sys-
temic construct, requiring multiple dimensions of innovation
to be considered as part of a business system. Returning to the
example of the Apple iPod and iTunes, we’ve emphasized that
they are more than an elegant product and a useful service.
Together, they are an elegant solution for both customers (sim-
ple, integrated buying and consumption of digital music) and
content owners (a secure, pay-per-song model for legal music
downloads). In Innovation Radar terms, Apple attacked not
only the product, platform, and customer experience vectors—
the factors that most analysts discuss—but also the supply
chain (content owners), networking (connecting with Windows
PCs), value capture (iTunes), and brand (at the time, a non -
obvious extension of the Apple identity).

Corporate Entrepreneurship as
a Business Design Challenge

Most products and services that businesses offer are merely
what emerge from a company’s established business system or
systems. This makes sense, as large, established companies
became large and established by structuring themselves to
accomplish specific things very efficiently. The products and
services they offer are generally designed to conform to that