There are five questions embedded in the innovation process that are most highly correlated to perceived innovation success, according to a survey of executives and company leaders across a dozen industries. The findings suggest where a robust approach to an end-to-end innovation process can have the highest impact on performance. The survey also showed people […]Read more "Benchmarking Strategic Innovation Capabilities"
By James Janega What can incumbent firms do to stay relevant in an increasingly contentious, uncertain, and disruptive competitive environment? Alter processes, plan ahead, and delegate decision-making authority — both for new opportunities and for responsibilities managing day-to-day “business-as-usual.” I work with both startups and enterprise companies. Each has their advantages. I find it interesting […]Read more "Resetting strategy to compete in a disruptive world"
By James Janega Can you innovate in the beer supply chain, asked a client in the brewing industry? They already have made strides on the sexy, customer-facing side of product innovation and category management. Can costs, collaboration, and change mitigation offer more options? In the age of technology, the supply chain is ripe for innovation […]Read more "Can you innovate in the supply chain for beer? Hop aboard …"
By James Janega Much has been written about how to improve the capacity for innovation in companies, but little universal information exists to help executives make informed decisions about how to improve performance. In short: Interest in innovation is high, understanding about innovation is limited, and the need for it is growing. I invite you […]Read more "Setting a baseline for strategic innovation capabilities"
Research at Slalom shows treating innovation as an end-to-end system offers a variety of benefits, from maintaining momentum to avoiding costly “organ rejections” from unwanted projects. By James Janega Corporate leaders assign huge importance to innovation as a mechanism to power their companies’ growth strategy, but when trying to create a reliable business capability, progress […]Read more "Don’t stop halfway: How to build an end-to end innovation capability"
A lack of metrics for ROI – Returns on Innovation – underpins corporate risk-aversion and insufficient financial investment, contributes to fizzled ideas, and leads to an overall lack of confidence in the innovation process.
To set things right, where to start? Which levers offer the biggest return, fastest?