“Companies say they want breakthrough products but most are far more adept at making incremental improvements to existing lines. A pioneering division at 3M successfully navigated a process that leads to breakthrough thinking.”

View the full article posted on Eric von Hippel’s academic homepage.

Publication:
Harvard Business Review
Author(s):
Eric von Hippel
Stefan Thompke
Mary Sonnack
Relevant Principles:
Pilot-in-the-Plane (Control vs. Predict)
External Link:
http://web.mit.edu/evhippel/www/papers/HBR%2099%20LU%20pub%20version%203M.pdf