One of the hallmarks of Entreship 3.0 is the ability to generate organic growth on a consistent basis. This is shaped by a company’s overall approach to corporate entreship and innovation.

In O’Connor’s new [2008] book Grabbing Lightning, sustainable innovation is a function of discovery practices, incubation processes and acceleration models. The author deals with the strategy, culture, structure and resource challenges that temper innovation. Her book reflects on corporate learning and organization behavior as well as practices that advance and/or constrain innovation.

In the context of Entreship 3.0, this kind of thinking is more and more critical for growth, performance and change strategy. Consistent engagement in “planned innovation” practices and engaged people who are properly geared to discovery work, incubation and acceleration are part of the leadership and management process, and this relates to a variety of sustainable innovation challenges.

The next frontier of this work is collaborative product development in open business models.