This year’s Management Innovator Award was won by a team of experimenters for their unconventional approach to organizational governance. The Budapest-based Society of Management Innovators announced the results of the international competition on December 16th, 2016.
What should a roadmap that helps you develop corporate innovation capabilities look like? How do you bring new thoughts and approaches together with current and past initiatives (both successes and failures) and turn this into a single framework? How do you keep pushing and developing your organization to become more flexible and agile without losing out on the current overall efforts and expected results?
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.
November 25, 2014 | By: Bjorn Axling, Gustaf Ahlenius, Daniel Roos, Rick Eagar | In: Organization & Culture
Driven by the need to respond to global hyper-competition and the increasing clock speed of technological change, companies are relying heavily on their R&D functions to accelerate innovation while maintaining tight budgets. However, organizational structures for R&D in large international companies are often sub-optimal and act as a major barrier to performance improvement. In order to successfully optimize R&D’s contribution to business value, companies need to address the three key dimensions of structure, governance and process. From our extensive work with the R&D functions of leading global companies, we have identified eight imperatives to ensure a successful transformation across these dimensions.
Innovation governance translates corporate strategy into robust, results-driven portfolios. Who among the executive ranks would oppose that? With innovation governance, the short and the long-term innovation opportunities are balanced, resources are strategically allocated (especially people), and the organization acquires an improved ability to achieve both stretch growth goals and market differentiation.
Innovation Governance delivers on the strategic intent of innovation. Yet few organizations seem to get Governance right. This live IM Channel One Roundtable Discussion, hosted by Imaginatik, explores the role of an Innovation Steering Committee in enterprise innovation: how to construct and manage it, measure innovation and use it to engage the hearts of employees, customers and leaders.
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?
Today, meetings consume close to 40-50% of executive time. That’s 100 days per year! By some measures 80% of meeting time could be better invested in closing business, developing talent, recruiting new customers, conceiving new products or improving operations – just about anything other than gathering for another conversation without productive outcomes.
Enterprise innovation success seems illusive for large organizations. In the United States, executive leaders frustrated with the slow pace of innovation success are seeking elixirs to step up progress. This article reveals seven highly effective lessons for corporate leaders seeking to declare an innovation victory in the coming years. The answer lies on the “human” side of the equation.
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.
This article provides a systematic framework for helping executives of large, established organizations identify opportunities for business model innovation and organize themselves to pursue these opportunities. While also applicable to start-ups, this article focuses primarily on how to define, challenge, and revamp the business model of an existing business or organization.
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.
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.
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.