This link has been bookmarked by 4 people . It was first bookmarked on 26 Oct 2008, by Bertrand Duperrin.
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29 Oct 08
Teco manI heard an executive recently in an organization we've been working with say that the more they try to fit innovation into the expectations and organizational issues of their organization, the more difficult it becomes to do any innovation. Whereas before
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Fabrice Poiraud-LambertI heard an executive recently in an organization we've been working with say that the more they try to fit innovation into the expectations and organizational issues of their organization, the more difficult it becomes to do any innovation. Whereas before
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26 Oct 08
Bertrand DuperrinThe innovation paradox is that the more your firm pays attention to innovation, the less likely it will be to be successful at innovation. That's because, like any other foreign organism, the culture and bureaucracy of your organization identifies an external intruder that has not aligned itself with the organization and function of the rest of the body, and tries to force the innovation program or capability to adopt the decision making processes, risk tolerances, timeframes, perspectives and "best practices" that are part and parcel of the rest of the organization.
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As a management team, kicking off an innovation project or program without the "bubble" in a traditional, conservative, risk averse organization is usually a recipe for failure. That
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To innovate, you've got to do things differently. This includes how you generate ideas and how you manage the ideas, as well as the way your innovation team works within the existing corporate framework. If your innovation team is forced to work within a culture and process that is not innovative, then your innovation team will not be innovative either.
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