Toxic processes challenged at the Strategos "Innovation Academy"
In a session of the Strategos Innovation Academy, participants considered how a number of core management processes - for example, strategic planning, capital budgeting, performance assessment and product and process development - inhibit innovation. Working in groups, the participants identified problems with existing practices and then suggested a number of ways to make the process less toxic to innovation. Today's strategic-planning processes rarely emphasize radical innovation - the new business concepts and operational models that are necessary to keep corporations at the head of the pack - either implicitly or explicitly. Another failure that participants identified is the linkage between strategy planning and the annual budgetary cycle. To improve strategic planning, participants made a number of other suggestions, many of which derive from the toxicities and failures of the existing strategic-planning process. Companies should first ensure that their business definition and associated mission statement are broad. Narrow definitions are likely to reduce a company's identity to its current business model, thereby impeding the possibility of renewal. Companies should also explicitly include innovation in the strategic-planning process. A chief innovation officer - a new senior-level appointee in the company - can help ensure that innovation remains central to the strategic-planning process. Greater scrutiny of strategic plans can also help. For example, CEOs can reject strategic plans that do not include a substantial amount of innovation. The introduction of new metrics for innovation would help formalize this commitment to innovation. Participants also recommended that companies find ways to dissociate the strategic-planning process from an annual schedule. Instead, the process needs to become continuous. To this end, some participants advocated renaming the process strategic evolution instead of strategic planning.
No Reference information available - sign in for access.
No Citation information available - sign in for access.
No Supplementary Data.
No Article Media