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 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?