Usually,the breakthrough innovations are those that are both disruptive innature and at the same time incremental. For the breakthroughinnovation to occur, there are changes witnessed in the existingproducts, services or even process that impact the businesssignificantly (Cheng & Chen, 2013). Just before the breakthrough,innovation affects the business model in many ways. One of thenotable effects is the business model experiencing improvements indifferent of its products, services or even the processes. Thishappens because innovation is likely to create a space or even a newchannel for a new consumer category for the business. Additionally,innovation is likely to have an effect on the manner in which thecurrent customers interact or even perceive the organization. Beforethe breakthrough, the business model is likely to experienceimprovements in different of its products, services or even theprocesses.
Afterrealizing a breakthrough, there is a need to have differentcontinuous innovations in place to ensure that the company remainscompetitive enough (Volberda, Van Den Bosch & Heij, 2013). Thereis a need to continuous innovation in management. An entity cannotget a breakthrough and have its managers still in place. To have thebreakthrough realizable, there is a need to have the past with theearlier imagination that dictated an individual’s imagination. Inshort, there is a need to uncover the management orthodoxy in place,and this happens when one continually involves colleagues in thedecision-making process (Volberda, Van Den Bosch & Heij, 2013).New ideas will come up that will be an ongoing process of innovation.Having the development of collective sense of purpose, making use ofcreative nature of individuals and ensuring that individuals caneasily recognize the unconventional opportunities, the innovationbecomes easily sustained (Hamel, 2016). The continuous innovationsare significant to ensure that the advantages of breakthroughs arenot short-lived rather enjoyed long-term.
Cheng,C. C., & Chen, J. S. (2013). Breakthrough innovation: the rolesof dynamic innovation capabilities and open innovationactivities. Journalof Business & Industrial Marketing, 28(5),444-454.
Hamel,G. (2016). The why, what, and how of management innovation. Harvardbusiness review, 84(2),72.
Volberda,H. W., Van Den Bosch, F. A., & Heij, C. V. (2013). Managementinnovation: Management as fertile ground for innovation. EuropeanManagement Review, 10(1),1-15.