Companies trying to make innovation a routinely successful practice may have steep learning curves and deep-rooted habits preventing the necessary degree of acceptance of change. Complicating matters further is uncertainty about whether governance is present and supportive, or instead, more likely an inhibitor of change, in their organizations.
A key part of clearing that hurdle is having a consistent understanding of what is getting done by the variety of efforts needed to allow innovation to succeed. The distinctions shown here are the basis of a recommendation to exploit portfolio management and strategic sourcing in order to accelerate practical adoption and development of innovation. Followup discussion will be added to this article’s table during December.