Rethinking innovation from the ground up.

Enterprises around the world have been challenged with becoming genuinely innovative, trying to elevate their effort from improvement to innovation. With over 90% of groundbreaking innovation coming from startups, enterprises are trying to understand what startups do differently. Turning an enterprise into a truly innovative business has been globally one of the biggest challenges across all industries. It is time to completely rethink the act of innovation from the ground up – starting at the very top. Innovation is a CEO mandate because only CEOs together with their board can make the important decisions about TIME, CAPITAL, and STRUCTURE.

Time

The time it takes to get to new innovation. This is a paradigm shift we all need to be aware of. With the new data and processes, we know that in five years from now, you will need to completely start from scratch again, referred to as the innovation continuum. Think of discovering the next innovation opportunity, and find again new ways to satisfy customers. It is a continuum for building one innovation after the other and becoming a Generation Project that is set forward for the next leadership generation. Each time it takes five years to achieve broad market acceptance. That means you have a maximum of five years to innovate and compete or be out. The new mantra: innovate fast or get out. Once that innovation hits the market, there is a five to ten-year timespan, from idea to recognized market leadership. Important long-term decisions to continue investing in those innovations and the innovation continuum require the CEO and their board.

Capital

The capital market has radically changed in the past ten years. Companies such as Apple, Facebook, Google, Microsoft, Tesla, and Uber were considered overhyped but then achieved global market domination. Competitors could not compete because they did not know why those companies took over their market share. It is becoming more and more difficult to catch up with the market. Conventional companies are trying to fight their competitors with legal attacks, just because they don’t know how to compete with their innovation. The old game was competing with new improvements, which no longer works. Capital markets, its savvy investors, analysts, and fund managers have long understood that fighting innovation, when not even knowing how innovation works and how much is required to invest, is a very bad position to be in. Hundreds of millions of investments are necessary to get an innovation from early concepts to success in a global market. Successful innovations consumed more than $100 Million in funding. Unicorns, per definition, consumed roughly a billion dollars, some reached into two-digit billion-dollar investments. Only the CEO together with the CFO and the board can make financial commitments of that magnitude.

Structure

The pressure to innovate has risen dramatically in the past 10 years. Managers look at startups and think they can learn how innovation works. Innovation centers ended up becoming kindergarten-like playgrounds, an esoteric group of “thinkers and tinkers’’, hunting for the inspiration they hoped would come their way. Random experimentation and hoping to find a great idea never leads to groundbreaking innovation. Innovation is an outcome – not a desire. Without exception, the most innovative solutions were created to solve a specific and very present problem. Innovation success is not about an idea creation team and taking it to market by the existing organization. It is about creating an innovation center independent of the corporate organization that is responsible for identifying a viable innovation opportunity and bringing it successfully to market. This independent innovation center requires a highly diverse team of exceptional innovation talents that will get the job done. The team and a decision to create a separate innovation center independent of the corporate organization can only be made by the C-Level.

 

In conclusion, the innovation mandate is the strategic decision from the CEO to become innovative with certain guidelines regarding the long-term goals and designated audience for the innovation. The mandate is typically addressing innovation management and other corporate management functions with time, capital, and structure all taken into consideration.

 

For more information and how to set innovation in motion, download the latest whitepaper, “Innovation is a CEO Mandate.”

Enterprises around the world are struggling to create groundbreaking innovations, watch the latest Innovative Minds Event from Thurs. Oct. 21 “Innovation is a CEO Mandate” and hear from leading organizations about their struggles and why they feel it requires a top-down approach to be successful. Available to watch here.

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