Why Traditional Performance Management Kills Innovation

Posted by Cris Beswick
On 13/05/2026

Research reveals a troubling reality that most HR departments refuse to acknowledge: employees consistently report that their performance review process negatively shapes their view of HR and adds little value to actual performance improvement. Yet organisations continue investing millions in annual performance management systems that do precisely what they were designed to do—optimise for predictability, […]

Why “Cost of Failure” Is One of the Most Important Innovation Accounting KPIs

Posted by Dan Toma
On 11/05/2026

Often, at conferences or during client engagements, we get asked what the single most important KPI in Innovation Accounting. Usually, the question behind the question is this: “What is the one metric a CFO will actually care about?” Or put differently: “What KPI ensures the innovation department is not seen as a Mickey Mouse function […]

From Vision to Value: Why Innovation Strategy Must Be More Than a Strategic Pillar

Posted by Cris Beswick
On 16/12/2025

In many organisations, innovation gets declared a strategic priority yet still fails to deliver real value because leaders can’t explain how innovation tangibly advances core business goals. Despite widespread agreement that innovation is essential, executives often lack strategic clarity on linking innovation efforts to outcomes like competitive advantage, growth, or operational performance.

How to Introduce Innovation Accounting Without Alienating Your Organization

Posted by Dan Toma
On 30/09/2025

Learn how to introduce innovation accounting step by step, reduce resistance, and measure innovation ROI with actionable metrics for sustainable growth.

Making Metered Funding Work in a World of Annual Budgets

Posted by Dan Toma
On 22/08/2025

Startups thrive on metered funding—capital released in stages, tied to evidence, not the calendar. Corporations, by contrast, remain bound to annual budgeting cycles that can stall even the most promising ideas. Unless companies reimagine how funding and innovation intersect, they risk losing not just speed, but the very market opportunities innovation is meant to capture.

The Innovation Engine: Why Middle Managers Are Crucial for Transformation Success

Posted by Cris Beswick
On 30/07/2025

The key to sustainable change lies not at the top or bottom, but in the middle. Middle managers—often dismissed as the 'frozen middle'—are actually positioned to be powerful innovation accelerators when properly enabled

The M&A Checklist for Sustainable Growth

Posted by Dan Toma
On 21/07/2025

In an era where growth is harder to come by and disruption is the norm, boards face a critical question: where should capital and leadership focus go next? This article outlines the three strategic levers companies can pull—operational optimization, innovation-led growth, and M&A—and offers a clear, actionable checklist to increase the odds of success in any acquisition. For executives serious about sustainable, value-creating growth, this is a blueprint for making smarter, strategy-aligned decisions.

The Minimum Viable Innovation Accounting System

Posted by Dan Toma
On 18/07/2025

For years, executives have cited one consistent barrier to investing in innovation: the inability to measure it. Without clear metrics, innovation is often relegated to the sidelines—seen as a discretionary activity rather than a disciplined driver of growth. The consequences are real: careers in innovation become cul-de-sacs, and companies underinvest in what should be a […]

Beyond Innovation Theater: Building a True Culture For Innovation

Posted by Cris Beswick
On 02/07/2025

Despite executives recognizing innovation as a top growth driver, 94% say their companies’ innovation performance falls short. Often the problem centers on culture—an abstract concept relegated behind tangible, process‑oriented goals.

Growing out of a crisis: five strategy lessons from Garmin

Posted by Dan Toma
On 13/06/2025

When disruption hit, Garmin didn’t try to outmuscle its competitors—it outlearned them. By turning R&D into a tool for exploration rather than just execution, Garmin used innovation to test new markets, understand shifting customer behaviors, and validate its next growth curve. Its pivot to wearables wasn’t a gamble; it was a strategic evolution rooted in experimentation, learning, and focus.

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