Proactive Innovation Management Innovating to change the Market

Abstract

Since Peter Drucker put innovation on the map of management, the capacity for innovating has been considered a key element of competitive success. Five decades have now passed since then, and no executive would today disagree on how essential innovation is to long-term growth and prosperity. But recognition of innovation’s strategic relevance has also led to multiple — not always coherent — interpretations of the subject, to the extent that many think a substantial part of what has been thought and said about innovative processes is false.¹