01479nas a2200217   4500008004100000022001400041245005600055210005100111260004200162300000900204490000700213520082500220653002301045653002401068653002301092653002401115100003201139700002601171700003401197856003001231       2021                        eng d  a1927-032100aThe Catch-22 in Strategizing for Radical Innovation0 aCatch22 in Strategizing for Radical Innovation  aOttawabTalent First Networkc03/2021  a4-160 v113 aCorporate strategy development is a well-oiled and recurring process in most established companies. Innovation strategy, however, especially for radical innovation, is new and unknown territory. This creates challenges for companies with radical innovation ambitions. We followed the innovation strategy work of nine large organisations, finding that they all struggle with the process and how to link innovation with corporate strategy in a meaningful way, while at the same time not hampering the innovative ambitions of the organisation. We identify two main challenges of gravitation and alignment, and develop a framework aimed at asking the questions necessary for increasing awareness about inherent business challenges, and how to overcome them at the intersection between corporate and innovation strategy work.10acorporate strategy10ainnovation strategy10aradical innovation10astrategy challenges1 aSøndergaard, Helle, Alsted1 aKnudsen, Mette Præst1 aLaugesen, Nicolai, Søndergaa  utimreview.ca/article/142502103nas a2200229   4500008004100000022001400041245009200055210006900147260004200216300000900258490000600267520136000273653002201633653003301655653002401688653002501712653002401737653002301761653003401784100001801818856003701836       2018                        eng d  a1927-032100aThe Prime Mover Matrix: A Conversation Piece for Building Strategic Innovative Capacity0 aPrime Mover Matrix A Conversation Piece for Building Strategic I  aOttawabTalent First Networkc07/2018  a5-130 v83 aThe article introduces the Prime Mover Matrix as a conversation piece that will help management build strategic innovation capacity and gain desired influence on industrial standards and thus power. After all, just because a company calls itself innovative and invests in R&D does not mean it is actually innovative. To be strategically innovative means that a company deliberately builds its technical innovative capacity and business innovative capacity in relation to the influence of other actors’ actions and innovations. By doing this, a company will be able to increase its influence on industrial standards and gain the necessary power to reach its objectives. It is a relative position towards a moving target, which is why companies must continuously change through learning. This means that management needs help to reflect on how their own company’s innovative capacity compares to their competitors, and they must unceasingly steer their capacity towards the desired innovation position. Today, we lack intuitive and usable tools that will facilitate strategic conversations on how to best invest for desired innovation capacity. In order to fill this void, this article proposes the Prime Mover Matrix: a model that functions as a conversation piece for triggering an assessment of an industry’s technical, business, and prime movers. 10aanalytical models10abusiness innovative capacity10aconversation pieces10aindustrial standards10ainnovation strategy10aPrime Mover Matrix10atechnical innovative capacity1 aHoppe, Magnus  uhttp://timreview.ca/article/1167