Making Innovation Sustainable – Part 1 of 4

Making Innovation Sustainable - Part 1 of 4Key Dangers:

  • Viewing innovation as a temporary, extraordinary effort in response to a crisis, or pursuing innovation as a competitive response.
  • Treating innovation as the domain of only the R & D or Marketing department, or some other subgroup.
  • Treating innovation as a project-based activity, instead of as an integral organizational capability to be invested in and professionally managed.

Success can be blinding. Organizations often drive themselves by trying to look through the windscreen and in the rearview mirror, only to get blindsided by something from the left or the right. Put another way, organizations often focus on what they’ve already done and moving it forward (often in an incremental way). Organizations also invest in defending and extending the core products and services that made them successful — focusing a huge amount of energy on protecting their flank. Don’t get me wrong, incremental innovation is important, but all of your competitors are trying to make their products and services incrementally better than yours at the same time. At best, your efforts will allow you to maintain or make slight improvements in revenue and profitability.

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About Braden Kelley

Braden Kelley is a Design Thinking, Innovation and Transformation consultant, a popular innovation speaker, workshop leader, and creator of The Change Planning Toolkit™. He is the author of Stoking Your Innovation Bonfire from John Wiley & Sons and Charting Change from Palgrave Macmillan. Braden has been advising companies since 1996, while living and working in England, Germany, and the United States. Braden earned his MBA from top-rated London Business School. Follow him on Twitter and Linkedin.
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