Bottom-up innovation is fueled by many ideas initiated by employees, as opposed to top-down innovation, which is fueled by a strong vision – often by the company’s founder. Bottom-up innovation leaders are entrepreneurial, supported by management’s emphasis on creativity and a can-do culture, and often share these eight attributes.
Oct 19, 2015 | In: Strategies
All global business and technology trends point in the same direction: there is a need for more proactive and far-sighted management of innovation. Innovation for business reinforcement and growth – and for transformation in particular – are, of course, the prime responsibility of top management. Innovation governance – a holistic approach to steering, promoting and sustaining innovation – is thus becoming a new management imperative.
Apr 14, 2014 | In: Strategies
In its research report “CEO Challenge 2014, ” The Conference Board lists the ten most important challenges facing CEOs in 2014. Innovation ranks N°3 in this survey of 1,020 responses, on a par with operational excellence. Innovation was the N°1 issue in 2012, and in 2014 it is still the N°1 challenge in China. This article (in a series of seven) looks at the theme of innovation governance from a top management angle.
Sep 30, 2013 | In: Strategies
In this article, the final in a series of six, Professor Jean-Philippe Deschamps, discusses the imperatives for an effective innovation governance system. Innovation performance is often not directly dependent on the type of governance model used. Rather, innovation performance reflects the strength of top management’s commitment and engagement, and the credibility, skills and energy of the actors who under take the governance mission.
Jun 07, 2013 | In: Organization & Culture
What role does the C-Suite have in exercising the company’s innovation governance responsibilities? In this article, the last in a series of five, professor Jean-Philippe Deschamps, defines six domains that are essential to organize and mobilize for innovation. They will condition the way innovation will be carried out and sustained by the organization and hence belong to the prime innovation governance duties of the top management team.
May 21, 2013 | In: Organization & Culture
Is innovation part of the governance mission of boards of directors? At first sight, the answer seems to be “no”. In this new series of two articles professor Jean-Phillipe Deschamps delves deeper into the specific role of the board of directors and that of top management in exercising their innovation governance responsibilities.
May 16, 2013 | In: Organization & Culture
This series of articles has explored the definition and scope of innovation governance as well as the different organizational models that companies typically choose to allocate responsibility for innovation. This last article will discuss questions linked to the perceived general effectiveness or inadequacy of innovation governance endeavors, and it will characterize the managers’ level of satisfaction or dissatisfaction with the various organizational models that their companies have adopted.
May 08, 2013 | In: Organization & Culture
Research from Jean-Philippe Deschamps, Professor of Technology and Innovation Management at IMD, indicates that there are at least nine possible models of innovation governance, some of which are more widely used than others. This second article in a series of three on the topic of Innovation Governance will review the various governance approaches or “models” that companies have put in place.
May 03, 2013 | In: Organization & Culture
Innovation governance can be thought of as a system of mechanisms to align goals, allocate resources and assign decision-making authority for innovation, across the company and with external parties. In this series of articles, professor Jean-Philippe Deschamps delves deeper into this topic; what is innovation governance, what different models are there and which ones seem to be the most effective?