Author Archives: Paul Hobcraft
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.
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