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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Who's on Your Board?


Due to Sarbanes-Oxley and the SEC, ‘Tone at the Top’ has become a common place discussion in today’s corporate board rooms. We have succeeded in regulating a practice that has long been recognized as common sense: authenticity in leadership. From the regulator’s perspective, ‘Tone at the Top’ addresses the ethics of leadership: the financial control environment, transparency and integrity.

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