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VIEWPOINTS on INNOVATION LEADERSHIP a PUBLICATION in THIS ISSUE: Innovation Leadership LEADERSHIP VIEWPOINTS ON INNOVATION LEADERSHIP A PUBLICATION IN THIS ISSUE: Innovation Leadership Innovation Leadership: How to Reignite Innovation in Your Organization .................................3 The Chief Innovation Officer: Mastering Influence and Building a Cross-Functional Coalition .............5 Leading Innovation in Large Organizations: Should Rebels be in Charge?................................................7 Innovation Executives: Who NOT to Put in Charge ....8 The Chief Innovation Officer: Is It CIO, CNO, or CINO ..........................................................9 Responsibilities of The Chief Innovation Officer ....... 11 #1: Business Results ................................................................... 12 #2: Measure .............................................................................. 12 #3: Formulate Strategy ............................................................... 12 #4: Identify Threats and Opportunities .................................................13 #5: Shape the Portfolio .............................................................. 13 #6: Cultivate Breakthroughs ....................................................... 14 #7: Evolve Competencies ........................................................... 14 #8: Nurture Culture ................................................................... 15 #9: Develop Career Paths .......................................................... 15 #10: Monitor Metrics ................................................................. 16 subscribe at viewpoints.io Innovation Leadership: How to Reignite Innovation in Your Organization by Ken Parekh Reigniting the innovation engine after a turbulent two years of layoffs, cutbacks, mergers and consolidations will prove to be difficult, especially for those companies left with limited resources for innovation. This Supply & Demand Chain Executive article discusses four leading practices that executives can apply to their organizations and their supply chains. Organizations typically kick-start innovation with While it’s crucial for talent to have real domain and disciplined processes guided by a new product industry expertise, they must also maintain some level development strategy and facilitated by IT. But the reality of agility to adapt to changing marker conditions. is that they’re set up to fail, because real innovation requires not just a change of what we do, but a deeper Cultivate a Culture that Promotes and more fundamental transformation of the extended supply chain. And companies fail to execute because Risk-taking, Collaboration and Agility they neglect the fuel of their engine - their people. Innovation culture starts from the top with enlightened, aligned leaders that “walk the talk,” and it has to extend In late 2009, the Society for Information Management’s beyond the C-level. Within business groups, team leaders annual conference, SIMposium 09: Fresh Ideas for Peak must facilitate conversations that create clarity and unity Performance, provided an opportunity for CIOs from around vision, purpose, mission, values and strategy. The Dannon Company, Group Health Cooperative, For supply chain executives, this includes forming Oregon State University and the Port of Seattle to win-win collaborative partnerships not only internally join me in a panel discussion on how to align teams but also with customers and suppliers. In addition, the on core objectives in a way that sustains innovation organizational culture must foster risk-taking internally transformation. Here are four best practices that and with strategic partners and suppliers, and accept emerged in the discussion: that having some failures is critical to driving innovation. Address the Fuel of Innovation: People All the panelists indicated that at one point in their Establish Clear Goals and Guardrails to careers, their organizations did not realize the benefits Encourage Continuous Improvement of innovation because they didn’t address their people and their culture. One of the best investments leaders Innovation doesn’t always have to happen on the can make is to cultivate high-performing teams that bleeding edge. ”Fast follower” organizations that make effectively leverage the capabilities and experience of incremental improvements can be successful, too. each team member. The supply chain represents a prime opportunity for TABLE OF CONTENTS 3 A PUBLICATION incremental changes, and supply chain executives that establish clear innovation goals and metrics, and gain alignment within their organizations, can lay the groundwork for continuous improvement and risk- taking. While necessity drives innovation , persistence and endurance win in the long run. There Is No Such Thing as a Separate Strategy for Innovation To paraphrase Jeff Hutchinson, CIO of The Dannon Company, there’s no such thing as an IT strategy for innovation -only a business strategy. In any organization, multiple business functions must coordinate and synchronize information across a complex, interconnected supply chain to deliver on innovation. Unified governance must exist between the supply chain and IT, finding a balance between a strong IT foundation and business goals. This process must be first instituted at the executive level so that leadership can align their people on core objectives, immerse them in innovation and mobilize them to rapidly achieve results. Next, line-of-business managers need to establish a strategy for their business units, as well as their supply chain partners. With strategies in place at the corporate and LOB-level, enterprise IT then can implement systems to execute to support them. As a result, the entire business is integrated, facilitating collaboration, visibility and execution internally and across the total supply chain. This cop-to-bottom alignment lays the foundation for a process-driven, disciplined infrastructure across the organization that will enable, support and sustain innovation. TABLE OF CONTENTS 4 A PUBLICATION The Chief Innovation Officer: Mastering Influence and Building a Cross-Functional Coalition by Jamie Lahiere and Sean Klein Although the role of the Chief Innovation Officer is on the rise, most businesses still operate in traditional functional structures that add significant complexity to this role. Companies with innovation engines that not drop existing accountabilities to focus on outperform their competitors understand that innovation without the assent of their managers. meaningful solutions develop horizontally across vertical reporting structures and require a cross- A Chief Innovation Officer’s role involves actively functional mindset. For a Chief Innovation Officer, convincing others to invest their time in innovation developing this mindset requires the establishment activities. Stakeholders must believe that adopting of horizontal reporting, rewards and incentives. innovation initiatives will benefit them in the long term and functional employees must be motivated to However, creating horizontal solutions across a large work beyond their current scope of responsibilities. organization is not easy. Most Chief Innovation Officers operate in matrixed organizations, where profit and Build a Coalition loss statements flow vertically through functions, geographies, and business units. In these vertical Business leaders should be treated as clients and allies. reporting structures, employee accountabilities, rewards, Chief Innovation Officers must become trusted advisors and incentives pass through functional leaders. to business leaders by helping them save resources, improve performance, and by providing information for Become a Master of Influence better decision-making. When creating these internal alliances, it’s important to speak the language of Without positional authority, the Chief Innovation functional leaders and communicate why investing time Officer must influence the work that others are and resources in innovation is in their best interest. doing. Building a coalition among business leaders and creating functional alignment between everyday To help connect with these leaders effectively, operations and innovation initiatives are the first innovation officers can use a stakeholder value steps to combating this structural challenge. sheet. Value sheets provide an at-a-glance look at what is most important to business leaders; their Innovation officers must recognize that businesses value drivers, key concerns, and accountabilities. have to make payroll today, and employees will TABLE OF CONTENTS 5 A PUBLICATION Stakeholder Value Sheets help determine: Here are a few influential tasks that an ∙ What are these business leaders held accountable for? innovation officer can tackle to demonstrate value to their fellow business leaders: ∙ What information do they need to make decisions? ∙ What are their day-to-day concerns? ∙ Help with trend-based horizon planning by identifying strategic gaps and vulnerabilities for ∙ What are their key objectives and disruption five, ten, and fifteen years out. timeframes for evaluation? ∙ Provide views, interpretations and recommendations ∙ What are their key value drivers? on their current portfolio mix. Help them ∙ How can I provide value to them? think through tough questions regarding ∙ What questions might they have for me? portfolio alignment to business strategy, objectives, and organic growth goals. Having this information readily available allows the ∙ Publish innovation metrics and measures that Chief Innovation Officer to recognize
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