my belief is that most management team recognize the importance of innovation but has a difficult time to make it simple enough to adopt and apply on a consistent manner
Hi Brian:
Yes, I agree. Other factors that may play into the equation are the managers' thought processes--are they linear or non-linear?
Do they focus on concrete, step-by-step process implementation that is devoid of creativity--out of the box thinking may be necessary for successful execution of an initiative. There are also more "macro" issues involved as well. What sector of innovation are the managers working in? Small business development--then you have issues such as scarce VC financing and bridging the Valley of Death. If the managers are working in the economic "hunting"
arena, then they have pressures related to close rates on site selector visits, the political and business environment, etc.
Hope this helps! Eric Schillinger
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Hello Brian et al. ... I think you have pointed to the traditional dichotomy between strategy and execution. More than often innovation is positioned as a brand spanking new "strategy" to improve some aspects of business operations. Yet with all the glitz and glamour that comes with having a new strategy there are the pitfalls - the most evident and self preplexing one is EXECUTION!
The few organisations that I know that do innovation well are those that have a track record of managing and delivering strategic committments - consistently! ... (My two cents by Aleks V.)
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