This time of year is full of meetings with leadership and teams in order to help them prepare for the year ahead. People discuss financial goals, sustainability goals, profitability targets, customer success metrics, and more, but there are also numerous research & development teams out there who are coordinating their annual innovation strategy who struggle in their process to create a cohesive innovation strategy.
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?
Although innovation programs are becoming more and more embedded within the enterprise, it is still very common to find organizations that are just starting to experiment with formal, continuous innovation programs. Many IdeaScale clients that come to us are quietly launching pilot programs as proof-of-concept initiatives that will confirm innovation value for senior leadership.
As innovation practitioners, few of us would refute that decision-making is one of the biggest progress-halting problems in corporations pursuing innovation as a continuous process. This article introduces a hands-on tool to help innovators, management members and corporate boards to follow a visual, utterly practical method to “consider” (as opposed to evaluate) new projects and their possible implications in their companies’ future. The tool in turn, fosters lean communication and inclusive understanding among diverse participants, claiming that, by following its structure, innovation is not only possible, but repeatable.
Innovation is about moving an organization forward. But many companies are trying to get there without an execution plan; without any way to assess the how, why, where, what and when, and to adjust when the unexpected comes along (as it always does). Those involved with innovation planning are increasingly understanding that the answers are found in product line roadmapping – a critical front-end process that has finally come of age.