01479nas a2200217   4500008004100000022001400041245005600055210005100111260004200162300000900204490000700213520082500220653002301045653002401068653002301092653002401115100003201139700002601171700003401197856003001231       2021                        eng d  a1927-032100aThe Catch-22 in Strategizing for Radical Innovation0 aCatch22 in Strategizing for Radical Innovation  aOttawabTalent First Networkc03/2021  a4-160 v113 aCorporate strategy development is a well-oiled and recurring process in most established companies. Innovation strategy, however, especially for radical innovation, is new and unknown territory. This creates challenges for companies with radical innovation ambitions. We followed the innovation strategy work of nine large organisations, finding that they all struggle with the process and how to link innovation with corporate strategy in a meaningful way, while at the same time not hampering the innovative ambitions of the organisation. We identify two main challenges of gravitation and alignment, and develop a framework aimed at asking the questions necessary for increasing awareness about inherent business challenges, and how to overcome them at the intersection between corporate and innovation strategy work.10acorporate strategy10ainnovation strategy10aradical innovation10astrategy challenges1 aSøndergaard, Helle, Alsted1 aKnudsen, Mette Præst1 aLaugesen, Nicolai, Søndergaa  utimreview.ca/article/142501706nas a2200205   4500008004100000022001400041245009700055210006900152260004200221300000900263490000600272520105700278653002001335653002901355653002101384653001401405653002301419100002201442856003601464       2012                        eng d  a1927-032100aGreen, Innovative, and Profitable: A Case Study of Managerial Capabilities at Interface Inc.0 aGreen Innovative and Profitable A Case Study of Managerial Capab  aOttawabTalent First Networkc11/2012  a4-120 v23 aThis article describes the pioneering green-innovation management practices of a resource-intensive corporation, Interface Inc., which is a globally operating carpet manufacturer. Even during the current economic downturn, many companies remain committed to advancing their green business agendas. However, recent research suggests that most of these companies are far from reaching substantial competitive advantage from this commitment because they lack the connection between their green agendas and core innovation-management activities. This study illustrates how Interface succeeded with radical green innovations by investing in managerial capabilities that allowed it to conduct research, recognize opportunities, and revolutionize the carpeting industry. These capabilities enabled Interface to continuously challenge and disrupt well-established management recipes, existing knowledge, and proven industrial practices, and they enabled it to create a sustainable competitive advantage through a winning portfolio of radical green innovations.10acarpet industry10acorporate sustainability10agreen innovation10ainterface10aradical innovation1 aLampikoski, Tommi  uhttp://timreview.ca/article/624