As part of our ongoing research, Arthur D. Little has explored many of the key barriers, enablers, and drivers for innovation management in a wide variety of companies and industries. The firm has also examined many of the key dimensions of the next-generation enterprise, from cross-functional teams and global networks to external sourcing and partnering.
The key findings can be clustered around six critical pathways to accelerated and sustainable high-value innovation and product/technology leadership.
1. Infusing the passion and mindset for sustainable innovation across the extended enterprise
2. Building an integrated strategic portfolio of projects, programs, platforms, competencies, sources, and partners that is well aligned with the ambition-driven strategic intent of the enterprise
3. Energizing a seamless innovation process from concept to market – deriving its energy from both high-value product pipelines and robust technology pipelines
4. Implementing a highly leveraged resource-deployment and investment system within the current budgeting process – accessing and deploying people, money, and intellectual capital from the extended enterprise worldwide
5. Developing a highly charged yet fluid and networked organization – harnessing, driving, and nurturing the inherent ambiguity and complexity of innovation
6. Creating the motivators and metrics to stretch the organization beyond continuous improvement to sustainable innovation – particularly in the areas of leadership, value creation and capture, return on assets, and innovation behavior
Authors: Arun N. Maira, Ron Jonash, Tom Sommerlatte
Source: Prism (Arthur D. Little)
Subject: Innovation
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