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The business environment has changed drastically over the past 5-10 years. Traditional strategies are failing. Markets are created seemingly overnight and die off just as quickly. Over 60% of employees are disengaged, frustrated by their work.Executives are lapsing into passive management practices rather than growth leadership.
Resources are scattered all over the world - suppliers, employees, customers, partners, and technologies. As knowledge doubles every few years and redoubles, technology becomes a great equalizer and divides into even more specialties. This means, each organization must master and integrate more of them faster. The system is no longer simple and larger systems breed greater complexity.
Never before have business leaders faced the amount of technological change, business model change, market change and degree of competitive variation all at the same time.View more
Role of IT in the Corporate Innovation Program
What is the role of IT to help drive an innovation agenda for a company?
In most companies, IT is a support function and not a strategic function. This has always been intriguing to us. When most amount of changes in the world are due to automation and globalization, it is difficult to understand why most senior teams do not position technology as a strategic weapon.
One of the reason why this occurs is because organization and the senior team has not created distinctions between technology and information systems(IT departments). Most successful innovators have. Without such clarity it is hard to introduce innovation in an organization correctly, especially when most think of innovation only in terms of hard products.To be successful, IT departments must master the delivery and quality demands of information systems first. This means,they must demonstrate that they are making money(coming below the budget and helping the organization achieve a customer centric focus) for the organization and not just a cost center for the organization. Then, they have the right to own the innovation agenda for the organization.
15 Killer Questions to help build a New Marketing Strategy:
So you think you need a new marketing strategy? Or do you want to make sure your current marketing strategy is solid.
Review and answer the following killer questions to help you develop maximum clarity quickly.
1. Is there a written strategic plan and/or marketing plan with measurable goals? If not, what is the goal of a new
marketing strategy? To achieve what?
2. What is driving the new "go to market strategy" and what are the expectations from the corporate view?
3. Are the products the same or repositioned?
Can you really decouple innovation from entrepreneurship?We are not alone in our belief that innovation in one respect has Plateaued. In his seminal work, The Innovator's Dilemma, Clayton Christensen elegantly explains why big firms can't innovate. But we believe a recent development--paradoxically fuelled by Christensen's theories--is contributing to big companies' innovation struggles: The rise of the innovation professional. In their innovation quest, large corporations and institutions have set up new organizational structures to capture the value of innovation. Innovation managers and consultants have swept into corporate hallways and boardrooms promising a clear, more effective, systematic, and rigorous approach to innovation. But it seems what they are really doing is making innovation more abstract and institutionalized.
The creation of the innovation consultant marks a sea change. Through the industrialized age, innovation was tied to entrepreneurs; now, it seems to depend on salaried employees who are more concerned about securing their pay checks than with taking the gambles that lead to big innovation rewards. Whether decoupling innovation from entrepreneurship will be successful has yet to be seen.
The new breed of innovation professionals we have encountered can be placed in two categories: innovation custodians and innovation word-slingers. The custodians are middle managers assigned to oversee the innovators and their processes. The word-slingers are external consultants that will take corporate managers through endless innovation workshops or blabber on about the aforementioned processes.
The problem with the innovation professionals is twofold. First, they rarely have the stubborn, single-minded maverick attitude that it takes to innovate in a substantive way. Second, it professionalizes innovation, which should be an attitude that organically runs through the culture of an organization. Companies that succeed at innovation--Apple, Google, and GE, for example--have their own innovation DNA that exists independent of innovation managers. They've also been fortunate to have true entrepreneurs at their helms, an aspect that can't be easily replicated by other firms. Sure, not all companies can be Google.
So how does an ordinary, not so innovative company go from innovation-thinking to innovation-doing?
Innovation only occurs if it's an attitude that runs through a company's culture.We believe that a bigger, more diverse, and more creative innovation ecosystem could be inspired by the high-tech, biotech, and the movie industries. These fields don't devise innovation road maps or hire dozens of consultants; instead, they invest in concrete, tangible outcomes. How would film history have looked if Sergei Eisenstein had spent time defending his ideas against consultants warning him against risky movie-making? We mention Eisenstein because he hadn't turned 27 when he got massively funded to make The battlership potemkin, what some regard as the best movie to date and certainly was when it aired. The method relied on combining the right task with the right talent. We believe there is such a method you can follow that improves your chances of developing effective innovation, because when we examine the creative processes involved, it is possible to identify a number of common traits.