Ambidexterity driven change: Innovative projects as components of transformation

Important results from the project

The project aimed to create a model for how innovative initiatives can be linked to strategic change. The intention was to increase companies´ ability to take innovations to operations and market, as well as to write academic contributions on the topic - an area where knowledge needs to be filled. The idea was to conduct action-learning work together with two companies. When one company was forced to drop out, we instead did interviews as a complement. Overall, the project´s purpose has been fulfilled and the results already contribute to both knowledge development and practical benefit.

Expected long term effects

Results discussed with participating companies: Involvement of "operations" at the right time Trade-off between involvement and innovation height "Leaps" between concept and test and between test and launch Factors that link the pilot to strategic intention NCC and other companies have reported how they have begun to implement the jointly developed ideas. The project has given us the opportunity to create a model for taking pilots to operations and supported two articles - one is accepted for an international conference; one will be sent to an international journal in 2022.

Approach and implementation

We are grateful for Vinnova´s support when one of two companies canceled due to Covid-19. The original idea of following two companies´ innovative ideas changed, but with a close collaboration with NCC and complementary interviews in companies such as Getinge, Systembolaget and Volvo, we got good data and a chance for utilization and dissemination. We ended by co-arranging workshops with NCC (in Stockholm and Gothenburg) with participating companies, where project results were discussed. In this way, we gained additional strength in our results and direct effect in companies.