Author Archives: Jeffrey Phillips
Here’s a question that has befuddled even the best innovation thinkers, and has led to countless articles, white papers, surveys and other analysis: which is more important to innovation success, leadership or culture? Continue reading
I read a lot about innovation, and I’m constantly amused by the articles that talk about “kick starting” innovation. If there is one activity that is resistant to forward motion based on one quick action like a kick start, it’s innovation. What people who advocate “kick starting” innovation don’t understand is the analogy, and the effort involved before the fact. Continue reading
I think Newton left out a law when he devised his three laws of nature. You know the laws I’m speaking of – objects at rest tend to stay at rest. Every forced is opposed by an equal and opposite force. And so on… Continue reading
Let’s assert that you’ve become very good at your job. Whether you are in finance, marketing or operations, your proficiency is based on your education and your work history. You know how to anticipate financial needs, or how to manufacture products more efficiently because you love what you do, you do it often and you are rewarded to do it well. You have deep knowledge about your chosen area of specialty and you can demonstrate expertise. Then along comes an innovation need.
There’s a mistake being played out in your organization when it comes to staffing innovation projects. You are likely staffing them with a bunch of “Spocks”, people who know a lot about the subject and have deep expertise. While this may look like a dream team, I can assure you that staffing a bunch of Spocks is not helpful and can be harmful. Continue reading
I was working with a client recently where there’s a real, palpable disconnect between the product managers and the executive team. The product managers believe more innovation is necessary – not simply more new products, but more expansive innovation. Continue reading