What does it take to be a great Innovation Manager
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The document discusses the qualities that make a great innovation manager, contrasting them with operations managers who focus on reliability and incremental changes. It emphasizes that innovation managers should foster value creation and competitive advantage through larger, transformative changes, often working across multiple functions. Additionally, it highlights the importance of adaptable roles for innovation managers, as opposed to strictly defined borders that can hinder innovation.
What does it take to be a great Innovation Manager
- 1. Discussion What does it take to be A GREAT INNOVATION MANAGER? 11 May 2010, For IE Business School, Master in Telecom & Digital Business
- 2. GREAT INNOVATION MANAGER A few thoughts to start the discussion … 5/11/2010 ©2010, Innovation Management Institute. All Rights Reserved. 2
- 3. GREAT INNOVATION MANAGER CHANGE 5/11/2010 ©2010, Innovation Management Institute. All Rights Reserved. 3
- 4. GREAT INNOVATION MANAGER CHANGE 5/11/2010 ©2010, Innovation Management Institute. All Rights Reserved. 4
- 5. GREAT INNOVATION MANAGER CHANGE OPERATIONS MANAGER CORE RESPONSIBILITIES Reliability, Consistency & Quality. “Keep the Lights On” 5/11/2010 ©2010, Innovation Management Institute. All Rights Reserved. 5
- 6. GREAT INNOVATION MANAGER CHANGE OPERATIONS MANAGER Likely to introduce small changes, one at a time. COMPANY CHANGE CHANGE CHANGE CHANGE 5/11/2010 ©2010, Innovation Management Institute. All Rights Reserved. 6
- 7. GREAT INNOVATION MANAGER CHANGE 5/11/2010 ©2010, Innovation Management Institute. All Rights Reserved. 7
- 8. GREAT INNOVATION MANAGER CHANGE INNOVATION MANAGER CORE RESPONSIBILITIES: Value-Creating Differentiation Competitive Advantage 5/11/2010 ©2010, Innovation Management Institute. All Rights Reserved. 8
- 9. GREAT INNOVATION MANAGER CHANGE INNOVATION MANAGER Might use a team of larger changes to move the company towards a goal. COMPANY GOAL CHANGE 5/11/2010 ©2010, Innovation Management Institute. All Rights Reserved. 9
- 10. GREAT INNOVATION MANAGER ENVIRONMENT 5/11/2010 ©2010, Innovation Management Institute. All Rights Reserved. 10
- 11. GREAT INNOVATION MANAGER ENVIRONMENT OPERATIONS MANAGER Narrowly-defined roles, and clearly-delineated boundaries help me improve operational efficiency! 5/11/2010 ©2010, Innovation Management Institute. All Rights Reserved. 11
- 12. GREAT INNOVATION MANAGER ENVIRONMENT OPERATIONS MANAGER Likely to have “pillar-shaped” specialists work in functional “silos” 5/11/2010 ©2010, Innovation Management Institute. All Rights Reserved. 12
- 13. GREAT INNOVATION MANAGER ENVIRONMENT INNOVATION MANAGER Narrowly-defined roles, and clearly-delineated boundaries undermine innovation delivery! 5/11/2010 ©2010, Innovation Management Institute. All Rights Reserved. 13
- 14. GREAT INNOVATION MANAGER ENVIRONMENT INNOVATION MANAGER Likely to have “bridge-shaped” innovators work in multiple functions and disciplines 5/11/2010 ©2010, Innovation Management Institute. All Rights Reserved. 14
- 15. GREAT INNOVATION MANAGER What does it take to be a great Innovation Manager? CHANGE ENVIRONMENT OPERATIONS COMPANY CHANGE CHANGE CHANGE CHANGE INNOVATION COMPANY GOAL CHANGE 5/11/2010 ©2010, Innovation Management Institute. All Rights Reserved. 15