Rallying organisations around forward-thinking innovation strategies

Posted by Dan Toma
On 05/09/2023

Outcome talks to Aleksandra Petkov-Georgieva from Raiffeisen Bank International about the challenges of building innovation capability and culture in large complex organisations, why chasing the radical isn’t always the best strategy and why organisational alignment is critical for driving meaningful change through innovation. Outcome: Many companies tend to discount more ‘adjacent’ innovation activity, i.e., activity more […]

Thesis-based Investment or Theme-based Investment

Posted by Dan Toma
On 23/06/2023

One of the worst mistakes companies make when pursuing innovation-led growth is to sink their money into various investments without knowing why, beyond just ‘it’s a cool technology that can disrupt us’ or ‘it’s the board’s pet project’. Yes, this sounds like the world’s most obvious mistake to avoid, but in our experience, we’ve seen […]

The Innovation Thesis and its Structure

Posted by Dan Toma
On 14/06/2023

President Kennedy’s address to the joint session of the US Congress on May 25th 1961 can be viewed as the start of the space race: “… I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to […]

Setting Goals for Innovation

Posted by Dan Toma
On 24/04/2023

Setting goals for the innovation investment is critical if your company treats innovation as a business imperative activity and not just a nice to have that happens on the sideline. This said, setting goals for innovation becomes even more critical in times when resources are scarce and the company needs to reshuffle its priorities. Experience […]

Can Audi avoid its Kodak moment?

Posted by Cris Beswick
On 01/12/2022

Recently Hildegard Wortmann, Audi AGs member of the board of management responsible for Sales & Marketing, said that there is only a 50% chance that Audi will still exist in 10 years. As alarming as this might sound, her perspective is probably rooted in acknowledging that the company cannot adapt quickly to changing customer preferences. […]

Three Things to Consider When Developing an Innovation Strategy

Posted by Dan Toma
On 07/11/2022

The traditional approach to developing a business strategy that is carried to innovation strategy development is inconsistent and insufficient to tackle the challenges in the business environment of today, therefore leaders are already seeking alternatives.

If you want innovation, start with the right breakfast!

Posted by Cris Beswick
On 10/11/2020

Does culture still eat strategy for breakfast? That’s the question which I posted in a webinar which I was invited to present by ‘We are lean and agile’, a company whose vision statement is ‘making improvement easier for you.’ Through a mix of coaching and the deployment of Engage Process software they help organisations to […]

Are you tackling your innovation blockers?

Posted by Cris Beswick
On 03/11/2020

What is the number one innovation blocker in your organisation? That’s the question which the team at Solverboard, the all-in-one innovation platform, recently set out to answer. Building on the success of their 2019 report which looked at five key innovation challenges including measuring innovation and employee buy-in, the 2020 report [1] identified five areas […]

Owning the Innovation Agenda

Posted by Cris Beswick
On 05/10/2020

When the going gets tough, where are you to be found? Or is that an unfair question? You might even see it as a knee-jerk reaction to current circumstances, born out of the twin challenges of COVID and the ever-looming end of the Brexit transition period. Indeed, we can all acknowledge that over the past […]

Creating an innovation strategy is a team effort!

Posted by Dan Toma
On 28/09/2020

An inclusive and consensual approach to developing bold innovation strategies is needed. Why, you ask? Historically speaking, strategy formulation was an activity reserved for a select group of individuals in an organisation or external consultants. Starting in the 80’s the strategy development process was professionalised as it evolved from the chief executive’s domain into a […]

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