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Summary O’Connor, G. C., Corbett, A., & Pierantozzi, R. (2009). Create Three Distinct Career Paths for Innovators. Harvard Business Review. Retrieved July 4, 2017, from https://hbr.org/2009/12/create-three-distinct-career-paths-for-innovators $3.24   Add to cart
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  5. Strategic Entrepreneurship & Organizational Renewal

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Summary O’Connor, G. C., Corbett, A., & Pierantozzi, R. (2009). Create Three Distinct Career Paths for Innovators. Harvard Business Review. Retrieved July 4, 2017, from https://hbr.org/2009/12/create-three-distinct-career-paths-for-innovators
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  • Course
  • Strategic Entrepreneurship & Organizational Renewal
  • Institution
  • Vrije Universiteit Amsterdam (VU)

Full summary of O’Connor, G. C., Corbett, A., & Pierantozzi, R. (2009). Create Three Distinct Career Paths for Innovators. Harvard Business Review. Retrieved July 4, 2017, from

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  • October 7, 2021
  • 3
  • 2021/2022
  • Summary

Subjects

  • innovators
  • career paths
  • career paths for innovators

Written for

  • Vrije Universiteit Amsterdam (VU)
  • M.Sc. Business Administration - Strategy & Organization
  • Strategic Entrepreneurship & Organizational Renewal
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O’Connor et al (2009) – Create 3 Distinct Career Paths for Innovators
Status quo:

 Companies fail to provide the formal structure for successful radical innovation programs:
o Autonomous organization
o Processes tailored for highly uncertain work
o Well-designed metrics

Main problem identified: Mismanagement of innovation talent

Companies mismanage their innovation talent!

 Companies rotate high-potential managers in & out of the innovation leadership role on a
regular basis
o This helps the managers gain experience BUT
o This means that it is impossible to build up some innovation expertise at senior level
 Companies do not provide growth opportunities for innovation professionals
o From innovation, you never get promoted into a leadership role
o “there are plenty of jobs in innovation but there are no careers”
o Most firms just assume that employees will be promoted along the project as it
graduates from incubation to acceleration – but is that employee suitable for that?

Staffing the 3 phases of innovation

 Innovation has 3 phases (discovery, incubation, acceleration)
 Each of these requires different skills
 Also an individual working in discovery might have other career aspirations than an individual
working in incubation/acceleration
o E.g. a discoverer might aspire to become involved in policy discussions about
emerging technologies and their impact on corporate strategy
o An incubator might aspire to pursue a technical path, managing large-scale projects
o The accelerator might aspire to take on a functional leadership role



 It makes no sense to ask an individual to engage in all 3 phases
o such broadly skilled individuals are very rare
o working on all 3 phases even though they only have career aspirations for one phase
could demotivate them
 Rather, each employee should focus on the phase they are best at!

Main proposition:

Organizations should create three distinct career paths within innovation:

1) The Discoverer
2) The Incubator
3) The Accelerator

For each career path, suitable growth options must be considered and included!

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