How can large-scale services firms, such as banks, best undertake disruptive and radical innovations to enter new areas of growth, without interfering with current operations? This thesis shows that by embedding tailored controls for disruptive and radical innovations firms can explore these types of innovations more effective and overcome innovation barriers. Moreover, exploration cannot happen without controls that drive discipline and creativity. Yet, comparable to a pendulum swing, a firm has to install controls that provide room to spark creativity, but also ensure behaviour of management and employees is steered towards organisational goals.@en

Purpose - Since the 2008 financial crisis, the financial industry is in need of innovation to increase stability and improve quality of services. The purpose of this paper is to explore internal barriers that influence the effectiveness of projects within large financial services firms focussing on potentially disruptive and radical innovations. While literature has generally focused on barriers within traditional technology and manufacturing firms, few researchers have identified barriers for these type of firms. Design/methodology/approach - A framework of internal barriers was developed and validated by means of an explorative case study. Data were collected at a European bank by exploring how innovation is organized and what barriers influence effectiveness of eight innovation projects. Findings - Six items were identified as key barrier for potentially disruptive and radical innovations (e.g. traditional risk-avoidance focus, and inertia caused by systems architecture). As such, in the sample these were more important than traditionally defined barriers such as sources of finance, and lacking exploration competences. Research limitations/implications - Based on a small number of projects within one firm, the results highlight the need for more in-depth research on the effects of barriers and how barriers can be overcome within this industry. Originality/value - The results show that there is a discrepancy between the societal demand for radical change within the financial industry and the ability of large financial services firms to innovate. The study identifies which unique internal barriers hamper potentially disruptive and radical innovation in large financial services firms.@en

This paper examines process models for innovation in complex large-scale organizations. Both models in literature and in financial services are examined. The paper proposes a spiral process model for innovation that emphasizes the continuous and evolutionary character of innovation in complex large-scale financial institutions. This is based on barriers and enablers for innovation that are identified in a study conducted at ING Bank.@en