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Leaders will invest less in transformational innovation due to fears over the economy

Idea to Value

And according to a new report by Innovation Leader and KPMG USA called “ Benchmarking Innovation Impact, from InnoLead.” ” (available for download from Tuesday 7 Feb 2023), the outlook shows that there are potentially major problems ahead for innovation teams. Nonetheless, this is not all bad news.

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Ambidextrous organisations: Where innovation should sit in an organisation

Idea to Value

Exploration on the other hand requires a mentality where not everything is known, new ideas need to be developed, tried, iterated and improved, and not everything that is attempted will work out as it was planned. Option 2: Innovation teams within each company brand / product unit. Positives: Simple.

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Can We Have One of These? A Product Innovation Platform

Paul Hobcraft

The Whitepaper called “ Product Complexity, Digital Transformation, and the Innovation Imperative- The race to reinvent how complex products are developed is here “ This made me a little jealous and a little wishing that ‘we’, across the whole of innovation management , could not have one of these platforms available today.

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Innovation Software, is it facing the Innovators Dilemma?

Paul Hobcraft

By providing a central place for stakeholders to collaborate and exchange ideas, organisations can more effectively drive co-creation and innovation, both internally and externally. Innovators reading this report should start worrying about how to get back the impact and value new innovation needs to deliver.

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The Need for Digital Innovation Platforms

Paul Hobcraft

According to a past report “ Mastering Product Complexity ” some time back from Roland Berger, the complexity of products more than doubled during 15 years and it continues to accelerate. Can we get them to re-think innovation in a broader domain for all innovation development work? Can we get them to think differently?

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Developing a new framework for risk and innovation.

Paul Hobcraft

Aligning strategy, risk and audit board subcommittees (through cross-representation) in a manner that largely feeds into the board risk oversight, reporting and monitoring on innovation that might have material impact. Embedding risk management and innovation competence within the structures developed. To quote the specific parts.

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Developing a new framework for risk and innovation.

Paul Hobcraft

Aligning strategy, risk and audit board subcommittees (through cross-representation) in a manner that largely feeds into the board risk oversight, reporting and monitoring on innovation that might have material impact. Embedding risk management and innovation competence within the structures developed. To quote the specific parts.