Difference between revisions of "How is corporate leadership shaping innovation"
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[[Future of Innovation Main Page]]<br><br> | |||
Not having corporate leaders supporting innovation in a company, new ideas will not see the light of the day. For this reason it is fair to assume that innovation happens as long as leadership allows it to happen. Late research in this area however shows that CEOs in the after the crises era see the needs of innovation in both in products and business models. There is however a big gap between their thought and their acts.<br><br> | Not having corporate leaders supporting innovation in a company, new ideas will not see the light of the day. For this reason it is fair to assume that innovation happens as long as leadership allows it to happen. Late research in this area however shows that CEOs in the after the crises era see the needs of innovation in both in products and business models. There is however a big gap between their thought and their acts.<br><br> | ||
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It is therefore fair to recognize that it still stays as an open question, whether in 2010, though once again on the top of priorities for corporate leaderships, companies manage to get inventions till the phase of commercialization - therefore create innovation. It is a fact though, that their role in the process is critical. <br><br> | It is therefore fair to recognize that it still stays as an open question, whether in 2010, though once again on the top of priorities for corporate leaderships, companies manage to get inventions till the phase of commercialization - therefore create innovation. It is a fact though, that their role in the process is critical. <br><br> | ||
[1]http://www.cass.city.ac.uk/centive/current/CII-Research%20Report.pdf<br> | [1]http://www.cass.city.ac.uk/centive/current/CII-Research%20Report.pdf<br> | ||
[2]http://www.strategyexecution.in/yahoo_site_admin/assets/docs/Innovation__Execution.513527.pdf<br> | [2]http://www.strategyexecution.in/yahoo_site_admin/assets/docs/Innovation__Execution.513527.pdf<br> | ||
[3]https://www.mckinseyquarterly.com/PDFDownload.aspx?ar=2662<br> | [3]https://www.mckinseyquarterly.com/PDFDownload.aspx?ar=2662<br> | ||