01823nas a2200253   4500008004100000022001400041245009400055210006900149260004200218300001000260490000600270520106700276653001501343653002601358653001501384653002101399653001001420653002701430653001301457100001901470700002401489700002001513856003601533       2013                        eng d  a1927-032100aCorporate Lifecycles: Modelling the Dynamics of Innovation and Its Support Infrastructure0 aCorporate Lifecycles Modelling the Dynamics of Innovation and It  aOttawabTalent First Networkc10/2013  a22-290 v33 aCorporate leadership and corporate culture have to be aligned to market realities to ensure the long-term success of a firm.  As companies form, grow, and mature, the management of the enterprises also have to evolve through the business lifecycle. What is successful in the introduction stage may not be successful for a mature company. Firms are required to change their focus from product development, to market development, to process development, and finally to market and financial leadership. To be successful means that not only the types of employees hired have to evolve to support the culture required, but the leadership styles and management focus also have to change and adapt to the new realities that firms encounter in their market. The dynamic model presented in this article shows the broad strategic imperatives that must be met by firms, and it is presented through a graphical illustration of how successful firms manage their evolution and how firms can fail through mis-allocation of corporate efforts to non-mission critical initiatives.10ainnovation10aInnovation management10aleadership10amarket lifecycle10amodel10aorganizational culture10astaffing1 aKoplyay, Tamas1 aChillingworth, Lisa1 aMitchell, Brian  uhttp://timreview.ca/article/73300832nas a2200265   4500008004100000022001400041245007500055210006900130260004200199300000800241490000600249653002100255653002400276653002200300653002000322653002000342653003700362653002400399653002800423653002400451653002100475100001800496700001600514856003600530       2013                        eng d  a1927-032100aEditorial: Managing Innovation for Tangible Performance (October 2013)0 aEditorial Managing Innovation for Tangible Performance October 2  aOttawabTalent First Networkc10/2013  a3-50 v310aapplied research10aboundary management10acommercialization10acompany culture10acompetitiveness10afirm-level innovation management10ainnovation literacy10ainnovative capabilities10amanaging innovation10amarket lifecycle1 aMcPhee, Chris1 aCohn, Sorin  uhttp://timreview.ca/article/730