The I-Form Organization

MILES. R.E; MILES, G.; SNOW, C.; BLOMQVIST, K; ROCHA, H

CALIFORNIA MANAGEMENT REVIEW

California Management Review

Año: 2009 vol. 51 p. 59 - 74

0008-1256

Every generation of managers experiments with new business models. New business models succeed or fail not only because of their own strengths and limitations, but also because of the amount of fit they enjoy with the management philosophies and organizational processes available to support them. Today, much of the ongoing experimentation with business and organizational models is linked to technological, product, and market innovation in knowledge-intensive industries such as biotechnology, computers, telecommunications, and medical and scientific equipment. The principal business model that we see emerging in such knowledge-intensive environments is a market exploration model that aids in the pursuit of opportunities generated by intersecting technologies and markets. Effective market exploration, in turn, requires the development and use of community-based organizational designs and facilitative management approaches that enable firms in a particular area of economic activity to collaborate with their customers as well as with one another. Our research has examined the co-evolution of business and organizational models, and in the past two decades it has focused on a growing set of pioneering organizational experiments designed to pursue rapid and continuous innovation. Out of these efforts has come a new organizational form that we refer to as the Innovation-form, or I-form for short. An I-form organization can be especially valuable in countries and industries where the knowledge base on which business opportunities rest is constantly changing and growing. For a firm to be successful in such an environment, it must have, or be able to develop, the capability to continually create, share, and apply knowledge. The I-form organizational design enables firms—especially firms that learn how to interact collaboratively within networks and communities—to compete effectively in these complex and challenging environments. be especially valuable in countries and industries where the knowledge base on which business opportunities rest is constantly changing and growing. For a firm to be successful in such an environment, it must have, or be able to develop, the capability to continually create, share, and apply knowledge. The I-form organizational design enables firms—especially firms that learn how to interact collaboratively within networks and communities—to compete effectively in these complex and challenging environments. area of economic activity to collaborate with their customers as well as with one another. Our research has examined the co-evolution of business and organizational models, and in the past two decades it has focused on a growing set of pioneering organizational experiments designed to pursue rapid and continuous innovation. Out of these efforts has come a new organizational form that we refer to as the Innovation-form, or I-form for short. An I-form organization can be especially valuable in countries and industries where the knowledge base on which business opportunities rest is constantly changing and growing. For a firm to be successful in such an environment, it must have, or be able to develop, the capability to continually create, share, and apply knowledge. The I-form organizational design enables firms—especially firms that learn how to interact collaboratively within networks and communities—to compete effectively in these complex and challenging environments. be especially valuable in countries and industries where the knowledge base on which business opportunities rest is constantly changing and growing. For a firm to be successful in such an environment, it must have, or be able to develop, the capability to continually create, share, and apply knowledge. The I-form organizational design enables firms—especially firms that learn how to interact collaboratively within networks and communities—to compete effectively in these complex and challenging environments. designs and facilitative management approaches that enable firms in a particular area of economic activity to collaborate with their customers as well as with one another. Our research has examined the co-evolution of business and organizational models, and in the past two decades it has focused on a growing set of pioneering organizational experiments designed to pursue rapid and continuous innovation. Out of these efforts has come a new organizational form that we refer to as the Innovation-form, or I-form for short. An I-form organization can be especially valuable in countries and industries where the knowledge base on which business opportunities rest is constantly changing and growing. For a firm to be successful in such an environment, it must have, or be able to develop, the capability to continually create, share, and apply knowledge. The I-form organizational design enables firms—especially firms that learn how to interact collaboratively within networks and communities—to compete effectively in these complex and challenging environments. be especially valuable in countries and industries where the knowledge base on which business opportunities rest is constantly changing and growing. For a firm to be successful in such an environment, it must have, or be able to develop, the capability to continually create, share, and apply knowledge. The I-form organizational design enables firms—especially firms that learn how to interact collaboratively within networks and communities—to compete effectively in these complex and challenging environments. area of economic activity to collaborate with their customers as well as with one another. Our research has examined the co-evolution of business and organizational models, and in the past two decades it has focused on a growing set of pioneering organizational experiments designed to pursue rapid and continuous innovation. Out of these efforts has come a new organizational form that we refer to as the Innovation-form, or I-form for short. An I-form organization can be especially valuable in countries and industries where the knowledge base on which business opportunities rest is constantly changing and growing. For a firm to be successful in such an environment, it must have, or be able to develop, the capability to continually create, share, and apply knowledge. The I-form organizational design enables firms—especially firms that learn how to interact collaboratively within networks and communities—to compete effectively in these complex and challenging environments. be especially valuable in countries and industries where the knowledge base on which business opportunities rest is constantly changing and growing. For a firm to be successful in such an environment, it must have, or be able to develop, the capability to continually create, share, and apply knowledge. The I-form organizational design enables firms—especially firms that learn how to interact collaboratively within networks and communities—to compete effectively in these complex and challenging environments. generated by intersecting technologies and markets. Effective market exploration, in turn, requires the development and use of community-based organizational designs and facilitative management approaches that enable firms in a particular area of economic activity to collaborate with their customers as well as with one another. Our research has examined the co-evolution of business and organizational models, and in the past two decades it has focused on a growing set of pioneering organizational experiments designed to pursue rapid and continuous innovation. Out of these efforts has come a new organizational form that we refer to as the Innovation-form, or I-form for short. An I-form organization can be especially valuable in countries and industries where the knowledge base on which business opportunities rest is constantly changing and growing. For a firm to be successful in such an environment, it must have, or be able to develop, the capability to continually create, share, and apply knowledge. The I-form organizational design enables firms—especially firms that learn how to interact collaboratively within networks and communities—to compete effectively in these complex and challenging environments. be especially valuable in countries and industries where the knowledge base on which business opportunities rest is constantly changing and growing. For a firm to be successful in such an environment, it must have, or be able to develop, the capability to continually create, share, and apply knowledge. The I-form organizational design enables firms—especially firms that learn how to interact collaboratively within networks and communities—to compete effectively in these complex and challenging environments. area of economic activity to collaborate with their customers as well as with one another. Our research has examined the co-evolution of business and organizational models, and in the past two decades it has focused on a growing set of pioneering organizational experiments designed to pursue rapid and continuous innovation. Out of these efforts has come a new organizational form that we refer to as the Innovation-form, or I-form for short. An I-form organization can be especially valuable in countries and industries where the knowledge base on which business opportunities rest is constantly changing and growing. For a firm to be successful in such an environment, it must have, or be able to develop, the capability to continually create, share, and apply knowledge. The I-form organizational design enables firms—especially firms that learn how to interact collaboratively within networks and communities—to compete effectively in these complex and challenging environments. be especially valuable in countries and industries where the knowledge base on which business opportunities rest is constantly changing and growing. For a firm to be successful in such an environment, it must have, or be able to develop, the capability to continually create, share, and apply knowledge. The I-form organizational design enables firms—especially firms that learn how to interact collaboratively within networks and communities—to compete effectively in these complex and challenging environments. designs and facilitative management approaches that enable firms in a particular area of economic activity to collaborate with their customers as well as with one another. Our research has examined the co-evolution of business and organizational models, and in the past two decades it has focused on a growing set of pioneering organizational experiments designed to pursue rapid and continuous innovation. Out of these efforts has come a new organizational form that we refer to as the Innovation-form, or I-form for short. An I-form organization can be especially valuable in countries and industries where the knowledge base on which business opportunities rest is constantly changing and growing. For a firm to be successful in such an environment, it must have, or be able to develop, the capability to continually create, share, and apply knowledge. The I-form organizational design enables firms—especially firms that learn how to interact collaboratively within networks and communities—to compete effectively in these complex and challenging environments. be especially valuable in countries and industries where the knowledge base on which business opportunities rest is constantly changing and growing. For a firm to be successful in such an environment, it must have, or be able to develop, the capability to continually create, share, and apply knowledge. The I-form organizational design enables firms—especially firms that learn how to interact collaboratively within networks and communities—to compete effectively in these complex and challenging environments. area of economic activity to collaborate with their customers as well as with one another. Our research has examined the co-evolution of business and organizational models, and in the past two decades it has focused on a growing set of pioneering organizational experiments designed to pursue rapid and continuous innovation. Out of these efforts has come a new organizational form that we refer to as the Innovation-form, or I-form for short. An I-form organization can be especially valuable in countries and industries where the knowledge base on which business opportunities rest is constantly changing and growing. For a firm to be successful in such an environment, it must have, or be able to develop, the capability to continually create, share, and apply knowledge. The I-form organizational design enables firms—especially firms that learn how to interact collaboratively within networks and communities—to compete effectively in these complex and challenging environments. be especially valuable in countries and industries where the knowledge base on which business opportunities rest is constantly changing and growing. For a firm to be successful in such an environment, it must have, or be able to develop, the capability to continually create, share, and apply knowledge. The I-form organizational design enables firms—especially firms that learn how to interact collaboratively within networks and communities—to compete effectively in these complex and challenging environments. New business models succeed or fail not only because of their own strengths and limitations, but also because of the amount of fit they enjoy with the management philosophies and organizational processes available to support them. Today, much of the ongoing experimentation with business and organizational models is linked to technological, product, and market innovation in knowledge-intensive industries such as biotechnology, computers, telecommunications, and medical and scientific equipment. The principal business model that we see emerging in such knowledge-intensive environments is a market exploration model that aids in the pursuit of opportunities generated by intersecting technologies and markets. Effective market exploration, in turn, requires the development and use of community-based organizational designs and facilitative management approaches that enable firms in a particular area of economic activity to collaborate with their customers as well as with one another. Our research has examined the co-evolution of business and organizational models, and in the past two decades it has focused on a growing set of pioneering organizational experiments designed to pursue rapid and continuous innovation. Out of these efforts has come a new organizational form that we refer to as the Innovation-form, or I-form for short. An I-form organization can be especially valuable in countries and industries where the knowledge base on which business opportunities rest is constantly changing and growing. For a firm to be successful in such an environment, it must have, or be able to develop, the capability to continually create, share, and apply knowledge. The I-form organizational design enables firms—especially firms that learn how to interact collaboratively within networks and communities—to compete effectively in these complex and challenging environments. be especially valuable in countries and industries where the knowledge base on which business opportunities rest is constantly changing and growing. For a firm to be successful in such an environment, it must have, or be able to develop, the capability to continually create, share, and apply knowledge. The I-form organizational design enables firms—especially firms that learn how to interact collaboratively within networks and communities—to compete effectively in these complex and challenging environments. area of economic activity to collaborate with their customers as well as with one another. Our research has examined the co-evolution of business and organizational models, and in the past two decades it has focused on a growing set of pioneering organizational experiments designed to pursue rapid and continuous innovation. Out of these efforts has come a new organizational form that we refer to as the Innovation-form, or I-form for short. An I-form organization can be especially valuable in countries and industries where the knowledge base on which business opportunities rest is constantly changing and growing. For a firm to be successful in such an environment, it must have, or be able to develop, the capability to continually create, share, and apply knowledge. The I-form organizational design enables firms—especially firms that learn how to interact collaboratively within networks and communities—to compete effectively in these complex and challenging environments. be especially valuable in countries and industries where the knowledge base on which business opportunities rest is constantly changing and growing. For a firm to be successful in such an environment, it must have, or be able to develop, the capability to continually create, share, and apply knowledge. The I-form organizational design enables firms—especially firms that learn how to interact collaboratively within networks and communities—to compete effectively in these complex and challenging environments. designs and facilitative management approaches that enable firms in a particular area of economic activity to collaborate with their customers as well as with one another. Our research has examined the co-evolution of business and organizational models, and in the past two decades it has focused on a growing set of pioneering organizational experiments designed to pursue rapid and continuous innovation. Out of these efforts has come a new organizational form that we refer to as the Innovation-form, or I-form for short. An I-form organization can be especially valuable in countries and industries where the knowledge base on which business opportunities rest is constantly changing and growing. For a firm to be successful in such an environment, it must have, or be able to develop, the capability to continually create, share, and apply knowledge. The I-form organizational design enables firms—especially firms that learn how to interact collaboratively within networks and communities—to compete effectively in these complex and challenging environments. be especially valuable in countries and industries where the knowledge base on which business opportunities rest is constantly changing and growing. For a firm to be successful in such an environment, it must have, or be able to develop, the capability to continually create, share, and apply knowledge. The I-form organizational design enables firms—especially firms that learn how to interact collaboratively within networks and communities—to compete effectively in these complex and challenging environments. area of economic activity to collaborate with their customers as well as with one another. Our research has examined the co-evolution of business and organizational models, and in the past two decades it has focused on a growing set of pioneering organizational experiments designed to pursue rapid and continuous innovation. Out of these efforts has come a new organizational form that we refer to as the Innovation-form, or I-form for short. An I-form organization can be especially valuable in countries and industries where the knowledge base on which business opportunities rest is constantly changing and growing. For a firm to be successful in such an environment, it must have, or be able to develop, the capability to continually create, share, and apply knowledge. The I-form organizational design enables firms—especially firms that learn how to interact collaboratively within networks and communities—to compete effectively in these complex and challenging environments. be especially valuable in countries and industries where the knowledge base on which business opportunities rest is constantly changing and growing. For a firm to be successful in such an environment, it must have, or be able to develop, the capability to continually create, share, and apply knowledge. The I-form organizational design enables firms—especially firms that learn how to interact collaboratively within networks and communities—to compete effectively in these complex and challenging environments. generated by intersecting technologies and markets. Effective market exploration, in turn, requires the development and use of community-based organizational designs and facilitative management approaches that enable firms in a particular area of economic activity to collaborate with their customers as well as with one another. Our research has examined the co-evolution of business and organizational models, and in the past two decades it has focused on a growing set of pioneering organizational experiments designed to pursue rapid and continuous innovation. Out of these efforts has come a new organizational form that we refer to as the Innovation-form, or I-form for short. An I-form organization can be especially valuable in countries and industries where the knowledge base on which business opportunities rest is constantly changing and growing. For a firm to be successful in such an environment, it must have, or be able to develop, the capability to continually create, share, and apply knowledge. The I-form organizational design enables firms—especially firms that learn how to interact collaboratively within networks and communities—to compete effectively in these complex and challenging environments. be especially valuable in countries and industries where the knowledge base on which business opportunities rest is constantly changing and growing. For a firm to be successful in such an environment, it must have, or be able to develop, the capability to continually create, share, and apply knowledge. The I-form organizational design enables firms—especially firms that learn how to interact collaboratively within networks and communities—to compete effectively in these complex and challenging environments. area of economic activity to collaborate with their customers as well as with one another. Our research has examined the co-evolution of business and organizational models, and in the past two decades it has focused on a growing set of pioneering organizational experiments designed to pursue rapid and continuous innovation. Out of these efforts has come a new organizational form that we refer to as the Innovation-form, or I-form for short. An I-form organization can be especially valuable in countries and industries where the knowledge base on which business opportunities rest is constantly changing and growing. For a firm to be successful in such an environment, it must have, or be able to develop, the capability to continually create, share, and apply knowledge. The I-form organizational design enables firms—especially firms that learn how to interact collaboratively within networks and communities—to compete effectively in these complex and challenging environments. be especially valuable in countries and industries where the knowledge base on which business opportunities rest is constantly changing and growing. For a firm to be successful in such an environment, it must have, or be able to develop, the capability to continually create, share, and apply knowledge. The I-form organizational design enables firms—especially firms that learn how to interact collaboratively within networks and communities—to compete effectively in these complex and challenging environments. designs and facilitative management approaches that enable firms in a particular area of economic activity to collaborate with their customers as well as with one another. Our research has examined the co-evolution of business and organizational models, and in the past two decades it has focused on a growing set of pioneering organizational experiments designed to pursue rapid and continuous innovation. Out of these efforts has come a new organizational form that we refer to as the Innovation-form, or I-form for short. An I-form organization can be especially valuable in countries and industries where the knowledge base on which business opportunities rest is constantly changing and growing. For a firm to be successful in such an environment, it must have, or be able to develop, the capability to continually create, share, and apply knowledge. The I-form organizational design enables firms—especially firms that learn how to interact collaboratively within networks and communities—to compete effectively in these complex and challenging environments. be especially valuable in countries and industries where the knowledge base on which business opportunities rest is constantly changing and growing. For a firm to be successful in such an environment, it must have, or be able to develop, the capability to continually create, share, and apply knowledge. The I-form organizational design enables firms—especially firms that learn how to interact collaboratively within networks and communities—to compete effectively in these complex and challenging environments. area of economic activity to collaborate with their customers as well as with one another. Our research has examined the co-evolution of business and organizational models, and in the past two decades it has focused on a growing set of pioneering organizational experiments designed to pursue rapid and continuous innovation. Out of these efforts has come a new organizational form that we refer to as the Innovation-form, or I-form for short. An I-form organization can be especially valuable in countries and industries where the knowledge base on which business opportunities rest is constantly changing and growing. For a firm to be successful in such an environment, it must have, or be able to develop, the capability to continually create, share, and apply knowledge. The I-form organizational design enables firms—especially firms that learn how to interact collaboratively within networks and communities—to compete effectively in these complex and challenging environments. be especially valuable in countries and industries where the knowledge base on which business opportunities rest is constantly changing and growing. For a firm to be successful in such an environment, it must have, or be able to develop, the capability to continually create, share, and apply knowledge. The I-form organizational design enables firms—especially firms that learn how to interact collaboratively within networks and communities—to compete effectively in these complex and challenging environments. very generation of managers experiments with new business models. New business models succeed or fail not only because of their own strengths and limitations, but also because of the amount of fit they enjoy with the management philosophies and organizational processes available to support them. Today, much of the ongoing experimentation with business and organizational models is linked to technological, product, and market innovation in knowledge-intensive industries such as biotechnology, computers, telecommunications, and medical and scientific equipment. The principal business model that we see emerging in such knowledge-intensive environments is a market exploration model that aids in the pursuit of opportunities generated by intersecting technologies and markets. Effective market exploration, in turn, requires the development and use of community-based organizational designs and facilitative management approaches that enable firms in a particular area of economic activity to collaborate with their customers as well as with one another. Our research has examined the co-evolution of business and organizational models, and in the past two decades it has focused on a growing set of pioneering organizational experiments designed to pursue rapid and continuous innovation. Out of these efforts has come a new organizational form that we refer to as the Innovation-form, or I-form for short. An I-form organization can be especially valuable in countries and industries where the knowledge base on which business opportunities rest is constantly changing and growing. For a firm to be successful in such an environment, it must have, or be able to develop, the capability to continually create, share, and apply knowledge. The I-form organizational design enables firms—especially firms that learn how to interact collaboratively within networks and communities—to compete effectively in these complex and challenging environments. be especially valuable in countries and industries where the knowledge base on which business opportunities rest is constantly changing and growing. For a firm to be successful in such an environment, it must have, or be able to develop, the capability to continually create, share, and apply knowledge. The I-form organizational design enables firms—especially firms that learn how to interact collaboratively within networks and communities—to compete effectively in these complex and challenging environments. area of economic activity to collaborate with their customers as well as with one another. Our research has examined the co-evolution of business and organizational models, and in the past two decades it has focused on a growing set of pioneering organizational experiments designed to pursue rapid and continuous innovation. Out of these efforts has come a new organizational form that we refer to as the Innovation-form, or I-form for short. An I-form organization can be especially valuable in countries and industries where the knowledge base on which business opportunities rest is constantly changing and growing. For a firm to be successful in such an environment, it must have, or be able to develop, the capability to continually create, share, and apply knowledge. The I-form organizational design enables firms—especially firms that learn how to interact collaboratively within networks and communities—to compete effectively in these complex and challenging environments. be especially valuable in countries and industries where the knowledge base on which business opportunities rest is constantly changing and growing. For a firm to be successful in such an environment, it must have, or be able to develop, the capability to continually create, share, and apply knowledge. The I-form organizational design enables firms—especially firms that learn how to interact collaboratively within networks and communities—to compete effectively in these complex and challenging environments. designs and facilitative management approaches that enable firms in a particular area of economic activity to collaborate with their customers as well as with one another. Our research has examined the co-evolution of business and organizational models, and in the past two decades it has focused on a growing set of pioneering organizational experiments designed to pursue rapid and continuous innovation. Out of these efforts has come a new organizational form that we refer to as the Innovation-form, or I-form for short. An I-form organization can be especially valuable in countries and industries where the knowledge base on which business opportunities rest is constantly changing and growing. For a firm to be successful in such an environment, it must have, or be able to develop, the capability to continually create, share, and apply knowledge. The I-form organizational design enables firms—especially firms that learn how to interact collaboratively within networks and communities—to compete effectively in these complex and challenging environments. be especially valuable in countries and industries where the knowledge base on which business opportunities rest is constantly changing and growing. For a firm to be successful in such an environment, it must have, or be able to develop, the capability to continually create, share, and apply knowledge. The I-form organizational design enables firms—especially firms that learn how to interact collaboratively within networks and communities—to compete effectively in these complex and challenging environments. area of economic activity to collaborate with their customers as well as with one another. Our research has examined the co-evolution of business and organizational models, and in the past two decades it has focused on a growing set of pioneering organizational experiments designed to pursue rapid and continuous innovation. Out of these efforts has come a new organizational form that we refer to as the Innovation-form, or I-form for short. An I-form organization can be especially valuable in countries and industries where the knowledge base on which business opportunities rest is constantly changing and growing. For a firm to be successful in such an environment, it must have, or be able to develop, the capability to continually create, share, and apply knowledge. The I-form organizational design enables firms—especially firms that learn how to interact collaboratively within networks and communities—to compete effectively in these complex and challenging environments. be especially valuable in countries and industries where the knowledge base on which business opportunities rest is constantly changing and growing. For a firm to be successful in such an environment, it must have, or be able to develop, the capability to continually create, share, and apply knowledge. The I-form organizational design enables firms—especially firms that learn how to interact collaboratively within networks and communities—to compete effectively in these complex and challenging environments. generated by intersecting technologies and markets. Effective market exploration, in turn, requires the development and use of community-based organizational designs and facilitative management approaches that enable firms in a particular area of economic activity to collaborate with their customers as well as with one another. Our research has examined the co-evolution of business and organizational models, and in the past two decades it has focused on a growing set of pioneering organizational experiments designed to pursue rapid and continuous innovation. Out of these efforts has come a new organizational form that we refer to as the Innovation-form, or I-form for short. An I-form organization can be especially valuable in countries and industries where the knowledge base on which business opportunities rest is constantly changing and growing. For a firm to be successful in such an environment, it must have, or be able to develop, the capability to continually create, share, and apply knowledge. The I-form organizational design enables firms—especially firms that learn how to interact collaboratively within networks and communities—to compete effectively in these complex and challenging environments. be especially valuable in countries and industries where the knowledge base on which business opportunities rest is constantly changing and growing. For a firm to be successful in such an environment, it must have, or be able to develop, the capability to continually create, share, and apply knowledge. The I-form organizational design enables firms—especially firms that learn how to interact collaboratively within networks and communities—to compete effectively in these complex and challenging environments. area of economic activity to collaborate with their customers as well as with one another. Our research has examined the co-evolution of business and organizational models, and in the past two decades it has focused on a growing set of pioneering organizational experiments designed to pursue rapid and continuous innovation. Out of these efforts has come a new organizational form that we refer to as the Innovation-form, or I-form for short. An I-form organization can be especially valuable in countries and industries where the knowledge base on which business opportunities rest is constantly changing and growing. For a firm to be successful in such an environment, it must have, or be able to develop, the capability to continually create, share, and apply knowledge. The I-form organizational design enables firms—especially firms that learn how to interact collaboratively within networks and communities—to compete effectively in these complex and challenging environments. be especially valuable in countries and industries where the knowledge base on which business opportunities rest is constantly changing and growing. For a firm to be successful in such an environment, it must have, or be able to develop, the capability to continually create, share, and apply knowledge. The I-form organizational design enables firms—especially firms that learn how to interact collaboratively within networks and communities—to compete effectively in these complex and challenging environments. designs and facilitative management approaches that enable firms in a particular area of economic activity to collaborate with their customers as well as with one another. Our research has examined the co-evolution of business and organizational models, and in the past two decades it has focused on a growing set of pioneering organizational experiments designed to pursue rapid and continuous innovation.