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To blend the wide business experience of Bolko von Oetinger with the interdisciplinary expertise in the articles and interviews in A Passion for Ideas, a book coedited by Dr von Oetinger. Oetinger developed five guidelines for behavior that have been discussed serially through three journal articles. The goal is to increase creativity and innovation among businesspeople and beyond.

The five guidelines are: finding something new is not the problem; getting rid of the old presents the real challenge; since innovation creates anxiety, you have to open up your organization; since our rules limit our actions, we have to break our own rules; the new needs the right context in order to blossom; and never stop asking “why?” and “for what?”

We intentionally limited the scope of the research to Oetinger's experience and the selections in the book. The interdisciplinary nature of the research recognizes that important processes can be found outside one's sphere of familiarity.

Readers who conscientiously consider our ideas should influenced by processes for creating the new that that they have not previously encountered.

Oetinger is a highly respected international consultant who has not previously organized his thoughts about creativity and innovation for the public.

This article by Bolko von Oetinger, a senior vice president and director of the Strategy Institute for the Boston Consulting Group, is the first in a series of three articles that distill the ideas in the book, A Passion for Ideas: How Innovators Create the New and Shape Our World, edited by Heinrich von Pierer and von Oetinger (Purdue University Press, 2002). The book includes interviews with and articles by successful innovators from many areas: business, politics, the arts, the sciences, psychology, education, advertising, architecture, universities, and schools. Dr von Oetinger has blended comments from the experts with his own experience to offer five patterns of behavior needed for corporate innovation. This article provides many quotations from the book while presenting the first two behavioral patterns: (1) finding something new is not the problem; getting rid of the old presents the real threat; and (2) since innovation creates anxiety, you have to open up your organization

This second of three articles by Bolko von Oetinger, a senior vice president and director of the Strategy Institute for the Boston Consulting Group, continues the distillation of ideas in the book, A Passion for Ideas: How Innovators Create the New and Shape Our World, edited by Heinrich von Pierer and von Oetinger (Purdue University Press, 2002). The book includes interviews with, and articles by successful innovators from many areas: business, politics, the arts, the sciences, psychology, education, advertising, architecture, universities, and schools. von Oetinger has blended comments from the experts with his own experience to offer five patterns of behavior needed for corporate innovation. This article provides many quotations from the book while presenting the third behavioral pattern: since our rules limit our actions, we have to break our own rules.

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

A glance at the title of Bolko von Oetinger's article “Nurturing the new: patterns for innovation” may give the impression that it will offer the experienced manager or human resources director nothing further than the same story again. To some degree that impression is right: von Oetinger is doubtlessly in favour of change and the book he co‐edited A Passion for Ideas: How Innovators Create the New and Shape the World delivers that message strongly. Yet what is more refreshing about what he writes is his concern not with why we should innovate but how it should best be approached.

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

There is no tool that can switch off uncertainty in business. The aim of strategic thinking is thus not to achieve certainty but to prepare us for uncertain times. There are no tools of strategic prudence, but there is an art of careful preparation. If a company is well prepared, and if it is fitter than its competitors – that is, it has excellent people, efficient and effective processes, and the organization works on innovative products – it still needs a deep human characteristic.

It might be better to explore the contents of a diverse variety of boxes, than to “think outside” of just one box.

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

Scans the top 400 management publications in the world to identify the most topical issues and latest concepts. These are presented in an easy‐to‐digest briefing of no more than 1,500 words.

Innovation is imperative for any organization wishing to make progress. Those that do not innovate stand still, and in this fast moving business environment, not one business hoping for success can afford to do this. Proven tools of innovative companies include taking regular looks at the technology roadmap, technological platforms, and research and development management, as well as employee quality. However, simply using these tools is not enough; a company with good innovative policy is not necessarily one that is successful.

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.