Innovation is complex and there is no single secret to success. The most powerful lever available to the Chief Innovation Officer, however, may be the measure, analyze and act cycle. Innovation thrives on clarity and a good measurement system can generate insight into what is driving results.
New Chief Innovation Officers need to establish themselves into their role quickly, take stock of the current environment, articulate the imperative for improvement, and acquire the charter from leadership to transform the innovation capabilities of the organization. The job is difficult in all cases, without a clear charge from the top, it may prove impossible.
Over the past couple of weeks I have written about the seven chronic innovation problems I see each day in my work with clients in a diverse set of industries. These common ailments are evident to some degree in almost every organization I encounter.
Business strategies are often communicated with a liberal dose of the word innovation and a clear statement of organic growth goals. What is just as often left unsaid is how much of that growth is intended to come from innovation and what form innovations needs to take. The lack of a clearly articulated innovation strategy is a chronic problem across organizations in every industry.