Why corporate innovation fails
Why corporate innovation fails
05 Nov 2021
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Description
Managing an innovation programme and deciding on the best strategy for it is one of hardest paths in a company's timeline. Mike Hatrick, Group Director of Intellectual Property Strategy and Portfolio at Volvo Group, not only created a map of his success during innovation programmes; but also points out the key elements of how to deal with resistance to change.
Table Of Contents
Chapter 1: Corporate innovation
Launching a new innovation programme that starts with high ambitions might turn into a "grief curve" and then to panic mode?
Mike Hatrick explains how he decided to ask whether this is really the right route after he saw lots of people "burn out".
Chapter 2: How did I get here?
Mike Hatrick created a 10 step map to explain how he achieved success.
He presents a 10 step map to success including: curiosity, big ideas, incubation, shock, taking action, naivety, playfulness and fun, brave chiefs, greybeards and finally luck.
Chapter 3: Innovation theory breakdown
In an innovation process there needs to be elements of control, predictability and flexibility. These work against serendipity.
Chapter 4: Delivering in corporate environments
According to Mike Hatrick, "Culture change is not the right strategy", he explains what the other option is.
Chapter 5: Understanding resistance to culture change
Hatrick shares how finding people who really need what you have to offer is an important step to combatting corporate resistance. All different levels of the organization might resist to change actively or passively.
Chapter 6: Small team, big collaboration demand
Finding your innovation allies helps to overcome challenges.
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