Integrity is regularly considered one of the top characteristics that a business leader can have — whether you're asking employees or CFOs. Sometimes, however, business integrity is considered a cost or burden — a commitment that is almost guaranteed to make a business harder to run over time.
We seem to have a problem. Health care costs are doubling every thirteen years in the US, (Regalado 2013). By 2030 they will devour a third of the US federal budget (Regalado 2013). In spite of this, the US was ranked last in 2011 by the Commonwealth Fund in quality of health care among similar countries (Wikipedia 2013). We can sense the impending disaster and it seems the hope is that our usual panaceas for all problems, policy, technology or better education, will someday deliver us from our pains. But how?
Companies become increasingly restrictive in their consulting spending, especially during times of economic crisis, where the return on the investments on consulting services is questioned and carefully considered. Consulting in the area of innovation management is even more under pressure as it is usually much lower on the CEOs’ agenda than e.g. restructuring or general cost-cutting. Therefore, innovation management consultants face the challenge to develop their client base, be effective by providing the right recommendations and be efficient by developing these recommendations in as short a period of time as possible. Mastering such a challenge seems like searching for Columbus’ Egg in innovation management consulting.
These days, it seems as if the entire global economy is headed for the doldrums. A number of countries and regions stand at the brink of recession. What
