Strategic thinking to innovate in a complex world

Our ten convictions as practitioners of innovation

 

 

Never understimate a market unwillingness to adopt an innovation

 

Innovation with a big I does not exist. Drivers of innovation do.
Which driver to leverage is a strategic choice

 

Innovation creates first Fears Uncertainties and Doubts rather than opportunities

 

The most influent processes to manage innovation are those owned by the Finance and HR Departments

 

The weakest link in innovation management is often the Product Management function

 

"Best innovation practices" must be adapted to the realities and specificites of each organization

 

Creation of competitive advantages. Alignment with corporate strategy.
Two key issues to do with innovation strategy but not so easily addressed by many firms

 

The acid test of an innovation strategy is not the first but the second generation of products and services.

Because innovation is sustainable - thanks to capabilities built over time

 

The strategic balance of an innovation portfolio is only achieved through strong innovation Governance

 

Entrepreneurial innovation does not start with good ideas but with testable hypotheses