Corporate innovation is an important feature in large organizations. I wouldn’t suggest it to be a corporate function or division or department as it will create another layer or compartment; bureaucratic and adds extra cost to the company.
I think corporate innovation should be an embedded strategic program cut across divisions. Who should lead? I’ve seen HR doing it, IT doing it and CEO office doing it. Easy way out is CEO office, but I’ve seen CEO has 25 direct reports, how could he adds another? My best bet, corporate innovation mandate should come from the Board as strategic program (with start end period) max 3 years and review every 3-6 months.
Each year is a different “focus” leading towards the objectives and outcomes. Why Board? Because Board changes is a lot less than top management. Besides, Board has greater cohesion between them that can drive management team zand its workforce.
Now, the problem with Board? They lack customers voice and seemingly out of touch of the business realities on the ground. The Board can use corporate innovation to get this mended instantly. Greater customers voices should be heard directly at the Board with wider attention. Let’s get on board. corporateinnovation business relationships #innovation
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