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.
One of the responsibilities of the Chief Innovation Officer is to “evolve innovation business disciplines and competencies.” To do that she needs a team of people that can work across business units to develop consistent capabilities and ensure the implementation of leading practices within the company.
Once we have a good portfolio analyst onboard, the next role I suggest filling is that of an innovation performance analyst. If you believe old Drucker axiom that you can’t manage what you can’t measure, then we need to get some performance dashboards in place as soon as possible. An innovation performance analyst is a critical early member of the corporate innovation team.
The responsibilities of a corporate Chief Innovation Officer in a large, established enterprise are far too great to realistically be handled by one person, no matter what super hero powers they may possess. Over the next few weeks I am going to write about the roles that I believe are critical to the success of any effort to transform the innovation performance of an organization.