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The trough of innovation disillusionment

Paul Hobcraft

You get this increasing sense that the ‘fizz’ has gone out of the innovation bubbly, we are seemingly in a trough of innovation disillusionment. The innovation party presently feels a little flat. Has the fizz gone from innovation? Are we being moved by innovation anymore? Much has become totally underwhelming.

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The core principles of Leading FOR Innovation

Cris Beswick

Does it matter if our customers don’t use the word innovative but are completely bowled over by the solutions we create for them? If we increase employee engagement, increase retention, are able to recruit the best next generation of talent, etc. Risk management: Each horizon represents a different level of risk and uncertainty.

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5 Misconceptions to Avoid When Building Your Innovation Strategy

Qmarkets

A company like Yelp, led by CEO, Jeremy Stoppelman , is a great example of a robust innovation strategy to model your organization on. The company encourages transparency, constructive feedback, and constant employee recognition to showcase the value of every member of their workforce. Creativity is all about potential.

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5 Misconceptions to Avoid When Building Your Innovation Strategy

Qmarkets

A company like Yelp, led by CEO, Jeremy Stoppelman , is a great example of a robust innovation strategy to model your organization on. The company encourages transparency, constructive feedback, and constant employee recognition to showcase the value of every member of their workforce. Creativity is all about potential.

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Seeking fresh winds and new directions

Paul Hobcraft

Constructing a climate for any transformation is hard. When an organization decides to change its culture, set about constructing a different climate or environment so innovation can thrive. So making change for reasons that are seen as not clear to those involved stops people from doing their job of making innovation happen.

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Rethinking the measuring of innovation

Paul Hobcraft

Leaders want to hear this, the sad true is getting a ‘decent ROI’ for innovation constructed (note constructed) is really hard. If the innovation is new to the world, how can it have a clear financial return on investment until much later? We need to appreciate new innovation balance sheet thinking.

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Treating Innovation Risk Differently, Dealing with Uncertainty

Paul Hobcraft

We need to open up our thinking about risk and innovation management. We should aim for a really healthy construct that does help all involved or associated with innovation and managing risk, that gives a better chance of pushing beyond the incremental innovation that avoids most risk and disappoints those seeking real growth.