In an Innovation Point article, Founder Soren Kaplan notes that only one third of Fortune 1000 companies have defined innovation metrics. And yet 77% of business leaders see innovation as a priority. How is it possible that something that is so important to business leaders doesn’t have a defined set of KPIs?
We are moved by goals. The resolve to reach the finish line pushes us forward: at work, in life. Why then do we keep idea management initiatives alive when it’s not clear what results they deliver (if any)? And how often have we yearned for a formula that definitely makes it all happen?
Though companies invest into innovation they like results less and less. There seems to be a glass ceiling for driving innovation, which neither new tools and processes nor innovation consultants seem to crack. It is time to face the elephant in the room: company culture and its impact on innovation performance. Top management needs to learn deal with it. Then company culture will become a driver of innovation rather than getting in the way.
Practitioners in each new field emerge to explore its early, exciting promise, reconciling that potential with the results they achieve in reality. The rapidly emerging and rapidly evolving field of collaborative innovation is no different in this regard. In this article Doug Collins shares his perspective on the current state of affairs in terms of where the field stands, relative to the claims made on its behalf.
How successful is Open Innovation as an innovation method? For leaders like Proctor and Gamble the answer is obvious but the same can't be said for the vast majority of enterprises taking this route. Doug Berger takes the soundings.
