The Innovation Matrix characterizes four areas of innovation, and innovation activities, each with a different leadership approach and style. The model was initially proposed by Maz Spork and Søren Skov, and further extended here for the leadership angles.

1. The Innovation Matrix
Innovation as Usual
24-Oct-2017
Puk Falkenberg, Advisor, Bloch&Østergaard
Erik Korsvik Østergaard, Partner, Bloch&Østergaard
Creating organizations, where people want to show up!

2. Introduction • The Innovation Matrix characterises
four areas of innovation, and
innovation activities, each with a
different leadership approach and
style.
• The model was initially proposed by
Maz Spork and Søren Skov, and
further extended here for the
leadership angles.
• The Innovation Matrix is featured in
the book ‘The Responsive Leader’ by
Erik Korsvik Østergaard. In sale
February 2018
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3. The Mindset of Developing the Business
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Business as usual Business development Innovation Pivoting
Run the business
Grow the business
Transform the business
Innovation resides in the middle of a continuum of activities, spanning from business as usual to
radical pivoting of the business (The terms run/grow/transform the business is coined by Gartner):

4. The Two-Dimensional Spectrum of innovation
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Mundane
improvements
Radical
change
Everyday
maintenance
Strategic pivots
The model was initially proposed by Maz Spork and Søren Skov, and further extended here for the leadership angles.

5. Combined you have
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The Innovation Matrix

6. The Innovation Matrix
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The model was initially proposed by Maz Spork and Søren Skov, and further extended here for the leadership angles.

7. The Innovation Matrix
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• Spend most time ”running the business”.
• Minimum of innovation activities and maximum of
everyday tasks, focusing on improving the everyday business
• This is where activities like Lean live and thrive
If you’re not already doing this; that is, if you’re not even performing
everyday improvements, you’ll be out of business very soon!
The model was initially proposed by Maz Spork and Søren Skov, and further extended here for the leadership angles.

8. The Innovation Matrix
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• Encourage your team to exploit new opportunities
as a part of “growing your business”.
• Developing and changing the way you
organize tasks and teams.
• Moving your focus from maintain to evolve requires a leadership
shift, where you release control and empower the employees, and
facilitate the innovation process.
Your distributed leadership is key here!
The model was initially proposed by Maz Spork and Søren Skov, and further extended here for the leadership angles.

9. The Innovation Matrix
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• Strategic improvements and innovative ideas are
investigated, tested, validated and evaluated as
a part of “growing the business”.
• Going fast and slow at the same time with an
agile leadership style, and inviting and involving key
influencers in the idea-generation and strategic innovation process.
Try, inspect, and adapt. Fail fast, fail forward, so we can learn and
evaluate, and apply or throw away.
The model was initially proposed by Maz Spork and Søren Skov, and further extended here for the leadership angles.

10. The Innovation Matrix
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• “Transforming the business” is where the really
innovative – maybe even disruptive – ideas are
explored and exploited, and this is where the
business jumps to new patterns, markets, ways
of working, and identity and image.
• “Let’s test this, and test this fast” philosophy comes naturally with a
“can-do” attitude and a “break-away” mindset.
• The responsive leader thrives here!
The re-merge from innovation and development back into operation
must be done fast, hence the omni-present demand of change
willingness.
The model was initially proposed by Maz Spork and Søren Skov, and further extended here for the leadership angles.

11. Bloch&Østergaard
• Creating organizations, where people want to show up!
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