Many companies overlook the ability of productive rivalry to stimulate innovation. That could be a loss: Not only has it been a powerful contributor to innovation in the past, but according to Mark Little, the director of General Electric’s Global Research Group, rivalry also has made a difference in his company’s efforts to develop better aircraft engines, composite materials, and power generation equipment. Taken together, the two articles that follow suggest that innovation-minded executives whose R&D groups don’t employ rivalry should be looking for more opportunities to form teams, appreciate differences in their respective approaches, and conduct market tests. Embedding rivalry in a culture where what’s celebrated most is the outcome—a better product or service—can be a powerful positive force.