Author Archives: Luis Solis

My presentation was neither about the organization or about consumer needs and wants, rather, it’s about and for the Chief Innovation Officer. I wanted to make the case for pro-active dashboards to rewire the future of innovation and careers at the enterprise. I wanted to ask: Measure, or be measured. Which would you prefer? Continue reading

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On Becoming an Innovation Alchemist

Our feature today kicks off a series of essays written by Innovation Alchemists, as conceived and compiled by a new book by author Luis Solis: Innovation Alchemists: What Every CEO Should Know to Hire the Right Chief Innovation Officer. Continue reading

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Seeking a Chief Innovation Officer or an Alchemist?

The relative newness of the CINO means at least two things: it’s difficult to know what a great one looks like and behaves like, and there are few CINOs in the marketplace to recruit to your organization. Since the pool of existing CINOs is tiny, you simply must seek the right traits for your organization’s CINO. Continue reading

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The DNA of Innovation Leaders

If you attend as many Innovation or Transformation conferences as I do, you must be equally frustrated by the constant regurgitation of the same companies and innovation celebrities in answer to the question “who are the innovation leaders?” Continue reading

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Getting To 'Excellence' Faster - The Innovation Maturity Model

It may take as few as 3-5 years to development innovation into a stable enterprise process. One proven way to get there faster, with less risk and higher measurable returns, is to apply the Innovation Maturity Model. Continue reading

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Measuring Performance - The Key to Sustained Innovation

Traditional innovation metrics unwittingly undermine long-term success, because they focus senior management on tactics versus strategy. By thinking hard about the correct Input and Output metrics which best reinforce the organization’s strategy, innovation leaders have a much better likelihood of personal and institutional success. Continue reading

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The Charter Statement is the single most important tool to ensure an effective kick-off for enterprise innovation, or any complex transformation initiative. No wonder many innovation initiatives fail to deliver.  In my enterprise transformation work for 25 years, the Charter Statement is an exception and not the rule despite analogs for Six Sigma, Lean, CRM and ERP. The Charter Statement delineates governance by explicitly setting forth a statement of scope, objectives, and participants in an innovation stream, with special focus on roles, work to be done, metrics and more.  Well done, it helps all participants to visualize (and attain) success, because a consensus perspective is achieved. Developed in a 3-6 hour workshop intensive with strategic and operational managers for the initiative, the Charter Statement (see one below) on one page will capture these crucial initiative dimensions: project name/project leader innovation sponsors (oftentimes, no one knows who this is!!!) innovation champions … Continue reading

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