Author Archives: Kevin McFarthing

Innovation Risk & Return: Horizons, Uncertainty and the Teddy Bear Principle

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I’ve had a couple of interesting conversations recently focused on the strategic view of innovation using the 3 Horizons framework originally proposed by McKinsey, and the assessment of risk and return from innovation. The 3 Horizons approach can be used to manage different areas of future business concurrently, albeit with different managerial approaches given the different requirements and characteristics.

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Innovation Leadership Needs More than Words

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Last year I helped to run a survey with members of the IACCM (International Association of Contract and Commercial Management). We found that while 73% of organizations represented had innovation as an explicit Top 3 priority, only half of respondents felt that they had C-suite support; with 32% ticking the “don’t know” box.

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Don't Fail with Innovation Failure

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It is generally accepted that innovation involves risk.  In the more enlightened organizations it is also clear that failure should be accepted as a consequence of playing the innovation game.  It’s a bit like sport.  You can’t win all the time, but it doesn’t mean that you change the whole team if you lose one game.

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Opening Up Innovation at Tata Steel

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Open Innovation (OI) is a well-established way to increase options for innovation. It is quite prominent in areas such as Fast Moving Consumer Goods (CPG), but much less so in manufacturing industries. Kevin McFarthing recently find out more from Pete Longdon, who runs the OI programme at Tata Steel and details them in this post.

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