Rob Munro & Frank Mattes

Rob Munro runs innovation.support’s business in UK and Ireland. Before consulting with leading companies on innovation management, he spent over twenty years within multinational chemical and material companies creating new technologies, building new businesses and developing capability. He has held senior management positions from manufacturing to commercial and R&D with a track record in developing business and innovation strategies, improving business work processes and delivering complex high-value projects. Rob also founded The Growth Engine specializing in developing innovation strategy for clients and guiding them to build more robust, effective innovation systems.

Contact : Rob Munro
email-address: [email protected]
Join him on LinkedIn


Frank Mattes
founded innovation.support and runs its business in the German-speaking countries. Frank Mattes has more than 15 years of experience in managing innovation, change management and projects. He has worked for several specialized medium-sized consulting companies and for The Boston Consulting Group. He also worked at C-level for an IT and a professional services firm. Frank also founded and runs innovation-3 which focuses on integrating cutting-edge innovation approaches into existing innovation management systems. Frank is the author of several books and a contributing editor to InnovationManagement.se, the number one platform for innovation management practitioners.

Contact : Frank Mattes
email-address: [email protected]
Join him on LinkedIn

All articles by Rob Munro & Frank Mattes:

  • six-levers-for-solving-the-corporate-innovation-problem-part3

    Six Levers For Solving The Corporate Innovation Problem – Part 3

    May 02, 2016 | In: Life Cycle Processes

    This is the third part of a three-part article series. We are investigating why – despite all the investments made into the early phase of innovation – innovation results remain disappointing. We call this the “corporate innovation problem”. In the first part we illustrated that companies are investing heavily into the early phase of innovation. In the second part, we provided some metrics on the corporate innovation problem and found that the corporate innovation problem actually consists of a “complexity” problem” and a “system problem”. In this article, we show six levers to change the “system problem” and think this is the way to solve the corporate innovation problem – and ultimately to increase innovation performance.

  • six-levers-for-change-part2

    Six Levers for Solving The Corporate Innovation Problem – Part 2

    Apr 25, 2016 | In: Life Cycle Processes

    This is the second part of a three-part article series. In the first part we illustrated that firms are investing heavily into the early phase of innovation. In this second part we show that despite of all these investments, innovation results remain disappointing. We call this the “corporate innovation problem”. We provide some metrics and find that there are two root causes. In the upcoming third part we will suggest that six levers can be used to address one of the root causes. We believe that moving these levers can provide a solution to the corporate innovation problem – and ultimately lead to increased innovation performance.

  • Businessmen

    Six Levers for Solving the Corporate Innovation Problem – Part 1

    Apr 18, 2016 | In: Life Cycle Processes

    Innovation is at the top of the Management Agenda for many companies. For excellence in innovation, companies have to master the chain of activities from discovering valuable insight into unmet customer needs to successful market adoption.

    However, despite large and growing investments into innovation, results remain disappointing. We call this the “corporate innovation problem”. In this 3-part article series we dig deeper into this problem and find that there are actually two root causes for it.

    We focus on one of the root causes – the “system problem” – and work out six levers of improvement. Acting on these levers offers a solution to the corporate innovation problem and ultimately increases innovation performance.

  • fuzzy-front-end-study-part2

    Results of a study on excellence in the Fuzzy Front-End (PART 2): Where leading firms are setting their priorities

    Nov 09, 2015 | In: Life Cycle Processes

    This is the second part of a 2-part series on a study that innovation.support conducted. In the study we wanted to find out where leading firms from various industry sectors set their priorities in developing the early phase of their innovation funnels (“Fuzzy Front-End”). In this article we want to provide you with the key findings of our study.

  • A Car Driving on a Motorway

    How to Achieve Excellence in the Fuzzy Front-End – Part 1

    Nov 02, 2015 | In: Life Cycle Processes

    The term “Fuzzy Front-End” (FFE) has been established for the early stage of innovation which determines the innovation effectiveness and hence ultimately innovation success. We wanted to better understand where leading firms are setting their priorities in the FFE currently and where they see things going in the future. To answer this, we conducted a study. Our train of thought and the main findings are in a two-part article series published here.

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