I was asked this week to speak to a group of large-company Chief Information Officers on the subject of innovation in IT. On Monday, I wrote about a couple of obvious challenges facing the IT function in large-companies.
The Chief Innovation Officer needs a coalition of executives to successfully transform the innovation competencies of a large, established enterprise. The head of marketing for the corporation should be a key ally.
Today, we are continuing the discussion of executives that the Chief Innovation Officer needs to include in the coalition that guides the transformation of innovation capabilities, capacity and business results. The presidents of business units, or whoever has line accountability, within your corporate structure should be key allies in the transformation.
Successfully transforming the way a company delivers results from innovation is a complex undertaking that requires a coalition of executives. The Chief Innovation Officer needs allies. The chief financial officer should be a key ally. The office of the CFO might be the first one you should visit in your early effort at building commitment to the task.
I met with a former client last week to get caught up on life and his work in innovation. He leads the innovation and product development program office for a large, global life sciences corporation. The primary responsibilities of the group are management and execution of the portfolio management and program review processes, resource allocation, and innovation performance reporting.
Once upon a time a long time ago there was a young man that escaped his boyhood home and made a place for himself in the idyllic islands of Hawaii. He fell in love with the green mountains, white sands, blue waters, and one particular local gal. The two of them got married, had a houseful of kids, and made a rich life in a colder environment.