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To innovate, organizations need to enhance variance, see old things in new ways, and break from the past. They need to do things that make money later rather than now and to be open to creative failure. Robert Sutton refers to this as “organizing for exploration,” and in this excerpt from a recent book, he posits 11½ “weird” ideas that nurture an innovative spirit—managerial toys that expand the frontiers and fuel the long‐term success of corporate activities .
Robert Sutton (Thu,) studied this question.