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A case analysis of managing “Maverick” innovation units

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  • Isherwood, Andrew
  • Tassabehji, Rana

Abstract

This case study illustrates the issues that arise when a separate “maverick” business unit focusing on developing a new and disruptive innovation is spun off from the parent company. Companies in the high technology manufacturing and development sector have to continually innovate in order to survive and grow in increasingly turbulent and competitive markets. It is common practice for the parent company to spin off separate business units that can incubate and capitalise on the development of new technological innovations in order to grow and create new markets. The case analysis underlines the problems that arise when ICT systems and operational processes are not strategically aligned and imposed by the parent company. It also demonstrates how innovative business units can harness their unique talents and apply them to solving operational problems. By developing a new bespoke system aligned with the maverick unit’s emergent processes, the maverick business unit was pulled back from the brink of disaster to a successful and profitable business unit.

Suggested Citation

  • Isherwood, Andrew & Tassabehji, Rana, 2016. "A case analysis of managing “Maverick” innovation units," International Journal of Information Management, Elsevier, vol. 36(5), pages 793-798.
    • Handle: RePEc:eee:ininma:v:36:y:2016:i:5:p:793-798
    DOI: 10.1016/j.ijinfomgt.2016.05.014
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    1. Kevin Grant & Ray Hackney & David Edgar, 2010. "Aligning IT/IS with Business Strategy Re-Visited: A View from Complex Adaptive Systems," International Journal of IT/Business Alignment and Governance (IJITBAG), IGI Global, vol. 1(3), pages 1-18, July.
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