Innovation and the business units

> About us> Survey data> Two models for connectivity> Emerging practices…and a challenge> What’s next

> About us

We’ve built the largest community of corporate innovators, strategy execs, and R&D leaders — and we work hard to help them achieve real impact in their organizations. We’re an unbiased source of research and case studies. A convener of the best events on corporate innovation. And we curate the best guidance and insights from our partners below…

www.innovationleader.com

> Survey data

We surveyed 164 executives at $1B+ companies in January 2017, for our research report on innovation teams and their ties to the business units. The full 35-page report is available to IL members at innovationleader.com/research.

> Survey data

We asked about how the agenda is set…

> Survey data

And who supplies funding…

> Selected survey comments

“The innovation group has to not act like it sits in an ‘ivory tower,’ with no understanding of how the company actually runs, and what it’s good at.”

“Every company and project is different, but one consistent experience is the underestimate of time, effort, sponsorship required for a successful hand-off.”

“We have not been successful when new solutions are ‘thrown over the wall’ to the BU for deployment.”

“Clearly define launch/growth metrics, and have both R&D and the business unit agree on them.”

“Get lots of friends in the business units and flatter them continuously over lunch with beers.”

> Two models: Intertwined

> Two models: Insulated

> Emerging practices

Business units may:

• Help set targets for the innovation group to work on• Provide funding or resources• Lend or rotate people through the innovation group to offer expertise• Provide input on projects, or access to customers for input• Giving the thumbs up or thumbs down to projects that will either launch, be shelved, or require more work • Take responsibility for launch/commercialization.

> …and a challenge

CEOs and senior leaders need to do better at creating accountability for business units that roll out new ideas.

• Is the CEO or another senior executive paying attention to the milestones it is expected to hit, and asking whether members of the innovation team are continuing to support it as promised?

• Are staffers in the business unit committing the time and resources promised?

• Are there “after action” reviews when products launch, or fail to launch, to analyze what went right and wrong, and what could be improved next time?

> What’s next for us…

March/April/May: Conference calls with Starbucks, Staples, and ManulifeMarch/April/May: Executive roundtables in Boston, Atlanta and TorontoApril 25-27: Atlanta Field Study (only 9 spots remain)June: Next issue of our print magazine, Washington DC Field Study

For more on membership: donna@innovationleader.com