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What is required to deliver innovation that meets evolving customer needs is a process of learning from the future.

The major financial gains in the digital economy usually flow from generating innovations that create entirely new markets by turning non-customers into customers.

Amazon has developed a highly productive value-creation approach called the PR/FAQ process. It starts by imagining the customer’s needs in the future and then describing in detail the offering that would meet those needs.

To get more consistent success in generating market-creating innovations, explicit attention to non-users is needed.

Exponential advances in digital technologies, and the interactions between them, are expanding the possibilities for market-creating innovation.

While some large organizations are preoccupied with mastering operational Agility as a way to upgrade existing products and services, they and the wider management community need to realize that the main financial benefits from Agile management will flow from the next frontier: achieving Strategic Agility, a market-making approach to innovation.

The author proposes that firms adopt Agile management as a way to promote market-creating innovations through a process of imagining and delivering something that unexpectedly delights whole new groups of customers, once they realize the possibilities.

The potential of the Agile approach to innovation is that it can revitalize mature companies by discovering new customer experiences and create products and services that fulfill unmet needs.

This article shows how Agile management and strategic management concepts like “Jobs to be done” theory and “Blue Ocean” strategy can merge to promote market-creating innovation.

Given that industry borders are dissolving and competition is more dynamic than ever, the need for Strategic Agility – speedy, customer focused innovation that aims to make markets–is becoming increasingly obvious. This confluence of Agile and strategic management is a new and exciting approach to innovation.

Recently, observers of the battle between incumbents and challengers have turned the field of disruptive innovation theory into contested territory. What strategies work for defenders and attackers?

For an update the author asked the opinion of the world’s foremost authority, Harvard professor Clayton Christensen.

According to Christensen, “We discovered that there are three types of innovations, only two of which we had caught in the [original] theory of disruption.

The only permanent way out of the innovator’s dilemma is to change the game being played and adopt a new corporate focus in which innovation is a necessity, not an option.

The article updates and broadens disruption theory. Disruption, as Christensen defines it, is a theory of competitive response.

The automotive industry has been studied extensively, but few studies focus on outbound logistics in automotive supply chains, or on the logistics service provider’s (LSP’s) point of view. Furthermore, there is hardly any research on service model innovation in LSPs. The purpose of this paper is to narrow these research gaps.

The analysis is based on a single-case study – an LSP that specializes in services for the automotive industry. The paper examines the company’s service models and their development over time.

The findings show how the case company has moved towards multifaceted service models through a number of radical and incremental innovations. Moreover, it has used the same methods in developing all its new service models, and has applied modularity principles in service innovation to achieve better process efficiency and service effectiveness.

The rather narrow focus of this study – automotive logistics in a specific area – decreases the generalizability of the findings beyond this context. However, the single-case approach offers in-depth insights, and the analytical frameworks developed herein for service models is applicable in other contexts.

The analysis may help LSPs and service companies in their service design and development. The use of modularity principles makes it easier to offer mass-customized services and to develop efficient processes.

This study narrows a research gap in examining outbound logistics services in the automotive supply chain and focussing on the LSP’s perspective.

This study aims at stirring up the existing research conducted in the field of creative economy (CE) and also in the context of Industry 5.0. CE encompasses all the creative industries/businesses which form a major part of the knowledge-based economy. The functionalities of these setups, their global trends and developments are to be assessed for a better understanding of its present circumstances and its prospective opportunities by augmenting Industry 5.0 and its core principles. This provides a comprehensive illustration to enhance the economic, social, creative and sustainable performances of the creative industry. In addition, the study also seeks to identify the dynamics of creative units and how it could highly contribute to the glorification of the creative and cultural history in the Indian economic backdrop.

The study adopts a systematic literature review process to fulfill the research objective. Four critical databases in Scopus such as Emerald Insight, Springer Link, Sage Publications and Taylor and Francis have been chosen for the review process. Following the critical literature review process, the chosen articles from each database have been retrieved for an exhaustive analysis within a time frame of 2013–2023 to evaluate the research evolution on the subject area.

The paper identified various research dimensions and perspectives of the researchers in the area of study. This gives a platform to extensively evaluate the capabilities and functionalities of the sector for strategy building and enhancing returns from the sector.

As the methodology was restricted to top 5 articles from 5 important databases, the study was limited to only those articles and the other open-access peer-reviewed articles/journals/databases have not been considered which is a major limitation. Alongside, as the time frame was restricted for a period of 10 years and only English language papers were chosen, prior study has not been considered, which is also a key limitation to the study.

Policymakers, i.e. government and institutions, can understand the existence and contribution of the CE in different geographical regions for a specified period of time. This helps them understand the new revolution, Industry 5.0, and how they could merge their concepts to bring innovations in the sector and support in building sustainable cities in the emerging economies.

As the paper works on bringing out the viewpoints of multiple authors and research works, it is considered to be a novel study as none of the previous studies, especially systematic literature review works, have been done only in high-quality journals of Scopus database. Therefore, the study holds high-quality information which can be significantly used by creative business units.

This paper aims to explore what organizational structural designs and strategies that organizations can seek to adopt so as to enable them to respond effectively to the post-COVID-19 environment conditions. It adopts the contingency theory, which asserts that organizational survival is dependent on the fit between organizational structures and contingencies. Furthermore, the paper applies Miles et al. (1978) typology of business strategy to study four strategic orientations that organizations can adopt in achieving better organizational performances.

A framework of six strategic orientation archetypes is proposed that can support organizations in re-thinking their organizational structural designs for building up and strengthening resilience during the COVID-19 pandemic. The authors explore the influence of transactional leadership and transformational leadership and organizational culture on the adoption of strategic orientation. In addition, the authors developed six propositions.

Organizations that have a prospector orientation tend to focus on creativity and innovation. Organizations that have a defender orientation tend to focus on reducing manufacturing and distribution costs and maintaining or improving product quality. Analyzers tend to be second-movers after prospectors making slower and fewer changes to their products.

To the authors’ best understanding, this study is one of the first to explore the interrelationship between organizational structures, situational factors and strategic orientation.

To present a holistic picture of the three paths to new market creation, what leads to one form of market creation over another, and how each path triggers a different balance between disruptive and nondisruptive growth.

The authors present “A Growth Model of Market-Creating Innovation Strategy” based on their three decades long research journey from blue ocean strategy to what Kim and Mauborgne have come to call “nondisruptive creation,” creation without destruction or disruption.

The authors’ found that what triggers one type of market-creating innovation over another comes down to the type of problem or opportunity an organization sets out to address. Offering a breakthrough solution to an industry’s existing problem is the path to disruptive creation and disruptive growth. Identifying and solving a brand-new problem or seizing a brand-new opportunity outside existing industry boundaries sets you on the path to “nondisruptive creation” and nondisruptive growth. Between these two ends of the market-innovation spectrum is redefining an existing industry problem and then solving the redefined problem. This is the essence of blue ocean strategy, which generates a more balanced blend of disruptive and nondisruptive growth.

Leaders can be more intentional and move beyond chance to consciously direct their efforts to the type of market innovation they choose to nurture, and deliberately put their resources behind it. Leaders learn the path to nondisruptive creation where their current business is not disrupted by the initiative and where economic growth and social good are not trade-offs.

The article offers a unique overview of the three dominant paths to market-creating innovation – disruption, blue ocean strategy, and nondisruptive creation – and their different impacts on growth.

Ranking as the lowest-scoring region for many years on the corruption perceptions index (CPI) with an average score of 32 (2019–2021), Sub-Saharan Africa’s performance gives a bleak impression of inaction against corruption. The objective of this study aims to examine the effect of technological innovation in curbing corruption in Africa through prosperity.

CPI, prosperity index and individuals’ access to internet in the presence of some covariates were employed using the Andrew Hayes’ mediation analysis and cross sectional data in estimating the relationship among the variables as it affects all 54 African countries in the years 2012, 2015 and 2018.

The coefficients of the direct, indirect and total effects showed that internet access is only significant in reducing corruption if it is engaged in activities that create national prosperity (jobs, profits, infrastructural development and good governance).

The uniqueness of this study is predicated on the fact that a realistic analysis of the effect of technological innovation on corruption should include the channels it goes through. Thus, this study evaluates the direct, indirect and total effects of innovation on corruption through prosperity enhancement. Another unique aspect of this study is the use of market-creating innovation.

Describes how Agile teams can use strategic management tools and processes to discover market-creating innovations.

The related article “The next frontier for Agile: strategic management” in the previous issue of Strategy & Leadership explored the theory and possibilities of enterprise-wide Strategic Agility, a combination of Agile mindset and processes with strategic management theory to produce continuous market-creating innovation. This second installment offers insights from noted practitioners about implementing it.

The strategic concepts of Kim & Mauborgne’s Blue Ocean Strategy, Clayton Christensen’s Job to Be Done theory and Curt Carlson’s SRI Playbook – Need, Approach, Benefits per costs and Competition (NABC) can be adopted by Agile teams seeking innovations that create new customer value.

Identifying a well-defined Job to Be Done produces the start of an innovation blueprint which is unlike the traditional marketing concept of “needs” because of the much higher degree of specificity required to identify precisely what problem your potential solution would address.

Using strategic management concepts, Agile teams can redefine how needs are being met and in the process, discover value for customers from offering something or doing something that the company or the industry currently doesn’t provide.