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Getting innovation right is a challenge for most businesses and leaders. There are specific actions an innovation leader can encourage to help guide the organic efforts of their firm. Yet if bad habits or poor execution exist, most of these efforts will fail to produce the step change in sustained innovation results that are the goal.

The executives with the best records of shareholder value creation are those who systematically kill NPD projects as early in their development lifecycle as possible. Kalypso's Michael Glessner explains why.