Author Archives: Paul Hobcraft
We need to become really worried over our potential to re-galvanize growth across many of our economies. There is this growing feeling that in Europe, perhaps even the United States, we are in for a prolonged drawn out ‘slump’ with the possibilities of a Japanese-style lost decade. Continue reading
Every now and again we get confronted. It can be within the community we live, it can be within our organizations. Innovation is one of those confronting points that challenge our accepted culture. Continue reading
The importance of focusing on providing the right environment and conditions through clear governance make up the formal and informal part of fostering innovation. We often forget to put considerable thinking through these aspects when we build any innovation management system. I’d like to explore these two sides of the equation: environment and governance. Continue reading
I’ve often heard and read different views that innovation is either an ‘art’ or a ‘science’ yet we either ignore the value of combining them or we simply struggle to make the connections to achieve this. Why is that? I’d like to explore this “combination effect”.
I keep coming back to the leadership of innovation; we need to move it from the peripheral to a central, meaningful engagement. This is not about a leader’s desire and need for innovation, which always seems well stated, but in their ability to lead it, to have it not just in their mind but in their real follow-through, in action and attitude, in their deepening engagement and involvement to it.
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