Governance

How to Increase the Quality of Ideas?

A few weeks ago I read a question on Innovation Excellence from someone who wanted to know the best way to improve the quality of ideas generated across the organisation. Several answers were given but none of them seemed to really satisfy. All answers ticked a few of the right boxes but there wasn’t one that ticked them all.

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Shaping Innovation – two sides of the equation

The importance of focusing on providing the right environment and conditions through clear governance make up the formal and informal part of fostering innovation. We often forget to put considerable thinking through these aspects when we build any innovation management system. I’d like to explore these two sides of the equation: environment and governance.

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Enterprise's Innovation Strategy

The 'just released' annual global InnovationLeadership Study cites that only 24% of the respondents think they have an effective organizational alignment of innovation efforts. The study concludes that “the absence of a well-articulated innovation strategy is by far the most important constraint for companies to reach their innovation targets.”

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Running a Red Light is Dangerous in Innovation

Organizations so often leave their own futures to the last minute by failing to recognize or acknowledge they are running out of time, the situation they have been so use too for such a long time has suddenly changed. Well, for the vast majority, there was nothing “sudden” about it, they simply left it too late, ignoring all the warning signs and they decided to run that “red light” as a last minute panic to catch up and be back in charge of their innovation destiny.

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Boardroom Myopia – Symptoms and Remedy

Short-sightedness in boardroom decision making can take on many forms, e.g. failure to consider how the decision will be perceived outside the boardroom (optics) or failure to understand how the decision will affect the company over time (precedence). No matter the type of myopia, the impact is consistent: sub-optimal decisions that lead to conflict and public disillusionment. There is an easy-to-implement remedy: a decision sieve that helps boards review a series of questions to make sure they are consistently evaluating their decisions against the organization’s vision, mission, values and strategies and against the perceptions of stakeholders (e.g. employees, shareholders, vendors, community).

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Boardroom Burnout: Is there a pill for that?

Practical tips from board members on how to avoid wearing-out your directors! The challenge: It’s no secret that there are an increasing number of demands on boards. Directors are expected to keep abreast of the organization’s business model, performance, strategic challenges and risk environment, understand the industry, understand the legislative environment, be knowledgeable of and ensure compliance with regulatory and reporting requirements and changes, evaluate the CEO and board’s performance, has a compliant and effective compensation program, be current on applicable accounting rules and ensure that the organization has a solid succession plan and effective culture.

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