Untangling Spaghetti: How Innovation Changed at Oticon (B)

Søren Stranne, Anja Maier, Paul Strebel

    Research output: Book/ReportCompendium/lecture notes


    The management team introduced a “cultural revolution” to support the new innovation process, followed by an innovation workflow involving project portfolio planning and road mapping, as well as involvement of marketing and production. Learning objectives: 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).
    Original languageEnglish
    Number of pages7
    Publication statusPublished - 2014


    • IMD-7-1528


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