Innovative companies know that innovation requires self-starters. They also know how to difficult it is to manage these self-starters, as that can seem like herding cats. No wonder, that many companies are afraid of chaos and are not very keen on encouraging these self-starters. However, that limits their ability to innovate. Can you have both? […]
Uncertain projects are notoriously difficult to manage. Ambiguous projects are deemed impossible to plan. Early stage innovation projects are uncertain and full of ambiguity. So how do you plan and manage that in your innovation project?
In your innovation portfolio, you need many early-stage teams. Yet, onboarding such teams can be dragging on your innovation resources if you don’t have the ability to process these teams efficiently and effectively. Especially because most of these teams are destined to explore only and won’t result in the new high-value offerings you need. The […]
Every organization aspires to innovate. Or at least wants to reap the benefits: clients that come to you for your unique solutions, high-profit margins because there is more demand than you can service, and great job candidates because they want to work for you. What to incentivize to get from this aspiration to these results? […]
Recently, I coached three participants of the New Business Development program at the Rotterdam School of Management. These participants worked respectively for an architecture, a law, and an IT firm. Three totally different professional service providers, yet their new business development challenges were remarkably similar. The business development function They all work for firms that […]
Disciplined innovation may sound like an oxymoron, however, it is not. As Gary Pisano explains in the most recent Harvard Business Review – The Hard Truth about Innovative Cultures -, you need both. That makes creating a culture for innovation a difficult balancing act. The process can be messy, but it needs discipline and management. The […]