Author Archives: Paul Hobcraft
We still do not seem to understand all the linkages that make up innovation. We just continue to struggle because we don’t connect all the essential parts together. We need to. I think there are different components that when combined can form the innovation ‘glue.’ Continue reading
There are so many aspects to get right in innovation. Each part has a vital part to play in being combined for innovation, so it can function but these are not the core. Our identification with innovation is that core. Continue reading
For catalysts to flourish, companies need to embrace open innovation, approach innovation systematically, simplify and decentralize decision-making mechanisms, and be learning-focused and failure-tolerant. Beyond that, they need to make the pursuit of transformative innovation a purpose-driven activity. Continue reading
If we look at the broad areas that Human Resource Management has to cover and master in organizational development today, it can, perhaps, leave little time for adding in innovation into this array of demands. Continue reading
Sometimes you would be amazed at the underlying tensions that occur when you get into those discussions around the board table about how innovation contributes to strategic direction. Even managing the present portfolio of innovation initiatives get often so caught up in these underlying tensions, as it becomes another opportunity to open up the old wounds of bruising past battles and get back into those discussions again.
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Many organizations have made Stage-Gate or a mutation of it, their ‘go-to’ innovation process that all innovation must ‘somehow’ pass through. Squeezing all types of innovation through this, for whatever people claim is a linear process, is simply wrong. Continue reading
“Innovation teams have been reorganized, de-layered, downsized, and (increasingly) dispersed, weakening the underlying structure of many companies ’innovation efforts.” Continue reading
