A chief product officer’s (CPO) job description often contains two tall tasks: Drive innovation, and create a compelling product roadmap that delivers business value.
Innovation projects are said to fail 90% of the time. Why is this? Part of the answer lies in the special “innovation teams” who are mandated with finding breakthrough growth in large corporations. Setting these teams up for success is vital, yet corporations often fail when doing this. This article provides a collection of ten tips that serve as a talent management roadmap for growth companies in search of high-performance teams that deliver.
Innovation is inherently multidisciplinary. Successful innovation requires harmony; that is, a high degree of communication, collaboration and cooperation. This article explores what is meant by innovation harmony and how to go about achieving it.
One of the major findings in mankind’s history is realizing the value of working together. Without it we would have starved to death about 100 000 years ago because a single man going hunting is very inefficient (I know – I am a hunter). We have also seen a very strong correlation between the amount of innovations happening and the number of people who are interconnected in the society during the course of the years.
Explore the neglected, social dilemmas of innovation: collaboration vs. competition, perfection vs. time-to-market, pragmatic ad-hoc decisions vs. strategy, independence vs. dependence. Despite all rational thought and argument everything depends on the people and the context in which they interact to innovate. We invite you to play in order to learn how to ask better, so that you understand better and can innovate better.
Fostering a sense of ownership among employees can unleash tremendous capacity for innovation, says Edward Glassman. Like franchisees, who own their independent businesses but operate within a well-defined structure or system, empowered employees tend to be more entrepreneurial and committed to helping the organization to thrive.
Realising the limitations of their own knowledge, and internal R&D capabilities, an increasingly high number of companies are currently making the decision of partnering externally to develop new technologies. Companies’ interactions with their business partners or even competitors are becoming more and more frequent.
Trust is fundamental to the highest levels of collaboration, but how do you know if that level of trust exists?
I have long argued that companies should look more at the people side of innovation rather than concentrating all their efforts on processes and concepts. The necessity of building trust as a basis for successful open innovation makes this even more relevant, and it also brings more power to the people who really drive innovation within a company.