When it comes to transformation programs, internal alignment forms the foundation for strategic success. Naturally, aligning an organisation to its strategic priorities requires serious upfront investment in terms of time. But without this time, it’s a case of ‘fail to prepare – prepare to fail’.
Many leaders of corporate innovation efforts struggle to get the support they need from executives higher up in the organization. Top executives can be skilled at talking the talk about innovation, especially in public venues, but frequently fail to walk the walk when it comes to making key choices that determine whether an innovation project will happen or die on the vine.
As Co-Founder & Executive Director of the Kellogg Innovation Network (KIN) and a Clinical Professor of Entrepreneurship & Innovation, Rob Wolcott knows a bit about networking and the politics of innovation. In this episode of Innovation Ecosystem Rob shares practical advice for intrapreneurs who are looking to get stuff done from within the middle of the organization. And for growth leaders of businesses, he also has some great tips about where to get your inspiration!
A couple of years ago the Chief Innovation Officer was just one in a long list of senseless job titles specifically designed to dress up traditional roles. We saw lifeguards become ‘wet leisure assistants’ and binmen turn into ‘waste management and disposal technicians’. While most are easy to see through, the CINO has become a bonafide job title, and a position many leading companies have adopted.
In this IM Channel One Roundtable Discussion the expert panel discusses the challenges of being a Chief Innovation Officer and provide insights to the different leadership styles and how they can be mastered and blended for maximum effect and ROI.
Questionable or confusing job titles have long provided fleeting office lunch-break entertainment. A quick search online brings up innumerable lists, featuring classics such as: Senior Information Adviser (otherwise known as a librarian), Wet Leisure Assistant (lifeguard) and Ideation Director (advertising). In this article Harvey Wade, Director, Innovation Strategy at Mindjet, discusses why a job title formerly found at wannabe creative companies is now playing an increasingly recognised and integral role in business.
Innovation and more of it has become the mantra of top management. The ability to innovate and thereby sustainably create value for the business is becoming the defining competitive advantage for companies which want to thrive in a globalized economy. So obviously, driving innovation is a key job for top management, the CEO and the C-Suite. But what about the Board? What role should it play in the innovation game – if any?
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.
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.
When it comes to thinking creatively, it’s easy to get stuck in a rut. Our ideas tend to fall into the same predictable categories, despite our efforts to the contrary. How can you jump-start your thinking in some new, creative directions? One way is to form your own personal “board of directors.
This is the outcome of IBM’s new survey on the marketing industry. Chief marketing officers (CMO) and chief information officers (CIO) must join forces in order to connect with today’s consumer across new channels including mobile devices and social networks. Sixty percent of marketers point to their lack of alignment with the company’s IT department as the biggest obstacle to reaching today’s consumers.
Most senior executives understand and generally buy into the famous aphorism, “Be the change you want to see in the world.” Prompted by HR professionals or consultants, they often commit themselves to “being the change” by personally role-modeling the desired behaviors. And then, in practice, nothing significant changes.
If they want to compete successfully in the future, companies should hold off on rapid ideation and faster commercialization until they take an unflinching look at what is truly stifling breakthrough innovation. In this article, Soren Kristensen provides insight on how honest self-reflection can free you from your biggest impediment to growth.