Innovation Management Consulting

“Innovation leaders ‘have a tolerance for failure—but an intolerance for incompetence.’ Innovation requires freedom to flourish, but boundaries and conditions in order to thrive.” Boston Consulting Group (BCG) on creating an innovative culture with practical examples from leading innovators: - If innovation “hardware” is the strategies, governance, processes, org structure, metrics, etc., then an innovative culture is the “software” that runs on it—the way people interact in an organization to develop and market new products and services to customers. Companies with “hardware” alone are 35% more likely to be innovators, and those with only a strong innovation culture are 60% more likely. But those with BOTH are 90% as likely to be world class innovators, and do it with (on average) 10% fewer FTE’s in innovation roles. - BCG identified four aspects of innovative culture:  (1) What do you celebrate, reward, promote? 3M gives employees the time and space to think beyond their day jobs by letting them spend 15% of their time on side projects. (Post-It notes were an outcome of the “15% rule.”) It created the Tech Forum, an informal forum where employees can collaborate on a project. Mentoring, teaching, and developing others factor into performance reviews, and are requirements for promotion. (2) How do you get new ideas, create, get outside input/customer insights? Unilever relocated its Foods R&D Center to a university campus regarded as one of Europe’s foremost food and agricultural research centers, and partnered with other universities to augment its own expertise and research, expanding access to talent while reducing costs. (3) How do you lead, who makes decisions? EDP, a Portugal-based green utility, balances empowering teams with providing the right level of direction with a process that prioritizes the most promising ideas and vets a large number of ideas through the filters of feasibility and impact. It focuses on solutions first, rather than technology. (4) How do you team, create an inclusive environment that allows everyone to participate and leverages diverse perspectives?  When Rakuten, a Japanese e-commerce company, got bogged down translating documents from Japanese to English, the CEO announced that all company communications going forward would be in English; only those who learned English (via company-provided training and tools) were promotable. By having one common language, the company was able to access global talent and facilitate collaboration. - Culture leaders: (a) clearly articulate the specific behaviors critical to innovation success, such as balancing freedom with accountability, empowering risk-taking, and playfulness with company standards, (b) provide the “hardware” to support the culture and have leaders who model the desired behaviors, (c) embed the core behaviors in how they hire and incentivize employees. #innovation #innovationculture #insights #teams #empowerment #innovators #culture #collaboration

When uncertainty looms, innovation teams are at risk of being on CFO’s chopping block. Most recently, I joined a half-day roundtable with an outstanding group of corporate innovators, convened by Peter Temes at the ILO Institute during which we tackled this pressing reality and paradox: Companies invest in innovation during good times... but they NEED it most during uncertain ones. This plays out in two ways: 🚫 The First Camp: Slashes innovation budgets at the first sign of trouble. "We’ll restart when things stabilize," they promise. By the time stability returns, competitors have already leapt ahead. 🤦♂️ The Second Camp: Keeps innovation teams intact—but strangles their impact. ROI on experiments must be immediate. Quarterly returns on long-term bets. Zero tolerance for the failures that actually drive learning. I’ve seen both—sometimes inside the same company. The result? Innovation teams lose morale. The best talent disengages—or walks. Stakeholders pull support. A "one-and-done" mindset kills promising ideas before they can grow. 💡 Look at financial services. They came late to the internet, mobility, and social media. Now they’re risking the same mistake with AI, ceding direct customer relationships to fintechs and risking relegation to utility status. Why does this cycle persist? Because the short-term savings of cutting innovation are immediately visible. The long-term catastrophe is invisible... until it's too late. 🔥 Here’s how to keep innovation alive when budgets tighten: 1️⃣ Dramatically lower the cost of individual experiments 2️⃣ Prioritize customer-backed innovation for real-time feedback 3️⃣ Create distributed innovation networks across the org 4️⃣ Speed up cycles by challenging slow status quo processes 5️⃣ Position innovation as risk management, NOT risk-taking ⏳ Don’t let uncertainty kill your company’s future. The best organizations don’t innovate despite uncertainty. They innovate because of it. 🚀 Innovation isn’t a luxury—it’s a lifeline. Julie Fishman, Alex Trotta, Miles Garrett, Andy Grove, Anthony Di Bitonto, Kate Pomeroy (née Stubbs) #innovation #leadership #learning

I often get asked: “What advice would you give to a corporate leader who wants to build an innovation culture, but is starting from zero?” After 14 years working as an innovation consultant at Rokk3r, I would say that the first step is not to copy what others are doing. It’s to understand why you want innovation in the first place. Are you being disrupted? Trying to grow into new markets? Seeking efficiency? Clarity on the why will guide everything else. From there, you need to make a decision: how far are you willing to go? Innovation demands risk. It demands resources. And most importantly, it demands commitment beyond the first failed experiment. That’s why leadership alignment is critical. If the CEO and senior team aren’t fully bought in, the culture will collapse at the first setback. People in the organization need to see that this isn’t a campaign—it’s a long-term capability that leadership stands behind. My advice is simple: - Start with a clear purpose. - Secure alignment from the top. - Show commitment through action, not words. Culture doesn’t change overnight. But with clarity and consistency, it can shift faster than most leaders expect. #CorporateInnovation #Leadership #InnovationCulture

Planning something new? Clients of the Umbrex Innovation Practice asked us to compile a set of tools, frameworks, and templates needed to drive innovation from ideation to execution. The result is the Corporative Innovation Playbook. Whether you’re launching a centralized innovation hub, deploying design thinking at scale, or building an ecosystem of startup partners, this guide provides a comprehensive, step-by-step roadmap. Learn how to structure innovation governance, fund portfolios, build capabilities, and scale impactful initiatives—while avoiding common pitfalls and aligning with enterprise strategy. Table of Contents: Chapter 1. Foundation and Context 1.1 Purpose and Scope of the Playbook 1.2 Definitions and Taxonomy of Innovation Types 1.3 The Innovation Imperative in Corporations 1.4 Common Barriers to Innovation 1.5 Quick‑Start Assessment Checklist Chapter 2. Innovation Strategy and Governance 2.1 Aligning Innovation with Corporate Strategy 2.2 Setting Innovation Ambition and Goals 2.3 Governance Structures and Decision Rights 2.4 Strategy Development Step‑by‑Step Guide 2.5 Governance Charter Template 2.6 Executive Steering Committee Checklist Chapter 3. Portfolio Management and Funding 3.1 Portfolio Segmentation Framework (Core, Adjacent, Transformational) 3.2 Stage‑Gate vs. Venture Portfolio Approaches 3.3 Funding Models and Budget Allocation Methods 3.4 Portfolio Management Step‑by‑Step Guide 3.5 Investment Committee Checklist 3.6 Portfolio Dashboard Template Chapter 4. Culture and Leadership 4.1 Attributes of an Innovative Culture 4.2 Leadership Behaviors that Enable Innovation 4.3 Incentives and Recognition Systems 4.4 Culture Diagnostic Checklist 4.5 Leadership Activation Step‑by‑Step Guide Chapter 5 . Innovation Operating Model 5.1 Organizing for Innovation: Centralized, Hub‑and‑Spoke, Dual 5.2 Roles and Responsibilities Matrix 5.3 Process Governance and Stage Definitions 5.4 Operating Model Design Step‑by‑Step Guide 5.5 RACI Template Chapter 6. Ideation and Opportunity Discovery [abridged due to character limit] Chapter 7. Concept Development and Validation Chapter 8. Incubation and Experimentation Chapter 9. Acceleration and Scaling Chapter 10. Open Innovation and Ecosystem Partnerships Chapter 11. Corporate Venture Capital and M&A for Innovation Chapter 12. Technology and Digital Innovation Chapter 13. Metrics, KPIs, and Performance Management Chapter 14. Risk, Compliance, and Intellectual Property Chapter 15. Talent, Skills, and Capability Building Chapter 16. Infrastructure, Tools, and Platforms Chapter 17 . Communication, Change Management, and Stakeholder Engagement Chapter 18. Continuous Improvement and Innovation Maturity Chapter 19. Implementation Roadmaps and Templates