Properly defined, the Chief Innovation Officer’s role is too large to handle without a dedicated team of people to assist them with the execution of their varied responsibilities. Over the past few weeks I have identified a number of roles that I would want on my team in the corporate innovation function.
There has been a lot written about open innovation concepts and the value of broad collaboration with experts in different fields. There is also a large and growing cadre of consultants that can help improve different aspects of innovation. What I don’t see very often is a structure that incorporates outside perspectives on an ongoing basis on the major decisions facing a Chief Innovation Officer.
All large, globally distributed innovation organizations will struggle to collaborate effectively without the aid of information technology enablers. The market for software systems that support innovation is dynamic and confusing, with hundreds of solution providers all claiming to have the secret answer to improving innovation performance.
Once the innovation engine is firing on all cylinders and we have the ability to efficiently turn an idea into profits, we can open up the aperture of the front-end of the process. That means going in search of new technologies and big ideas to fuel the growth engine. This does not just happen. A disciplined capability that identifies, evaluates and incubates promising concepts requires people that have vision.