Author Archives: Jeffrey Phillips

If You Give an Innovator an Idea, He

From my experience, it seems that everyone thinks about innovation, but they think about it in very discrete, disconnected ways. R&D folks think about innovation as creating a new polymer. Marketing folks think about innovation as changing a marketing channel or delivering a new product. What very few people think about are the knock-on effects, consequences and series of events that are required to unfold when you innovate. Continue reading

Posted in Finance, Innovation, Management, People & Skills, Strategy, marketing | 4 Comments
You Are What You Innovate

In many philosophical circles, the mantra behind much of the belief system is that you are what you (think, eat, do, believe). In dietary circles, you are what you eat. Is it also the case that you “are what you innovate” or is it often the other way round? I think in many cases we actually “innovate what we already are”. Continue reading

Posted in Growth, Innovation, People & Skills, Strategy | 2 Comments
 The Critical Missing Component for Innovation Success is...

Police dramas often focus on three key aspects of a crime: means, motive and opportunity. If one or more of these are missing or can’t be discovered, the chances of solving a crime are bleak. These are some of the “critical” components to solving a crime. Similarly, innovation has some “critical” components that in our experience are often incomplete, if not completely absent. Continue reading

Posted in Growth, Innovation, Leadership, Processes & Tools, Strategy | 5 Comments
Who Blocks Innovation?

As an innovation consultant whose company works with a lot of large corporations, the psychic dissonance associated with innovation can be quite challenging. By that I mean there’s a lot of demand for innovation, but not a lot of passion. Continue reading

Posted in Innovation, Leadership & Infrastructure, Management, culture | 4 Comments
The Problems Measuring Innovation

There are tasks we want to do that are reasonable to do and are practical to do. There are activities we want to do that are sensible but difficult to accomplish. Measuring innovation, which sounds important and reasonable, often falls in the second category. Continue reading

Posted in Growth, Innovation, Management, Strategy | 4 Comments
People Are Our Most Important Asset

Mark Twain once wrote that there are lies, damn lies, and statistics. I think to that list we can add mindless platitudes, like the one that headlines this post. I’ve never worked in or for a business that didn’t suggest that people were important to its success. Continue reading

Posted in Innovation, People & Skills, Strategy | 2 Comments
Idea Construction

I’m interested in dispelling a commonly held myth today, the myth that suggests ideas are created once, whole and complete. Ideas aren’t found, they don’t emerge. Good ideas, the ones that get implemented and converted into new ideas, are constructed. Continue reading

Posted in Creativity, Growth, Innovation, Processes & Tools, Strategy | 3 Comments