Author Archives: Jeffrey Phillips

Innovation Exhaustion

After almost ten years of innovation consulting, I've come to learn some things about innovation, of course, but more importantly corporate cultures, hierarchies and power structures. After years of wondering why sustained innovation is so difficult, I've come to this conclusion..

Read More »

The Innovation Box

If you stick around innovation practice and theory long enough, you'll hear the "box" mentioned many times. Clients want their teams to think "outside the box". People are criticized for any ideas that are "inside the box". Consultants and industry thinkers will talk about the value of the box and whether the team needs to be "in the box" or "out of the box" in order to succeed.

Read More »

Imperfect Innovation

I've been thinking a lot about the juxtaposition of innovation in our expectations for perfection. Modern business has high expectations of its people and its processes. Process improvement and Six Sigma have led us to expect exceptionally low rates of imperfection, variance or failure. The concept of perfection is an interesting one, especially in the rough and tumble world of business.

Read More »

Too Busy to Innovate

I've begun to wonder if the concept of innovation in large corporation is an exercise in pointless navel gazing. And no, this isn't another bashing of brainstorming, or a recent conversion based on my experiences with faulty innovation logic. No, the challenge to innovation is based on the recent development of a core strength: focus, efficiency, time management.

Read More »

Making Innovation Second Nature

Athletes understand the concept of muscle memory. That is, the experience your body has performing specific activities that are consistently practiced until they become second nature. Why does something that seems so evident on its face in one activity, athletics, seem so unusual in other aspects of our lives, such as business?

Read More »

Innovation: Lost in Translation

I was thinking today, between flights, about the kabuki dance that innovation often becomes. What I mean is that many CEOs and executives talk about innovation and the benefits of innovation. But only if the people tasked with innovation have the skills, capabilities, resources and political cover to do innovation.

Read More »

Three Innovation Clockspeeds

The pervasive lack of enthusiasm or even awareness of time in regards to innovation is a constant source of amazement for me. In organizations transfixed by time, speed and efficiency, innovation and product development are often the slowest out of the gate, the longest efforts to accomplish and seem completely unrelated to the real world.

Read More »