CHAPTER 13
Recognizing the Imperatives for an Effective Governance System
The previous case stories illustrate the fact that companies often adopt very different innovation governance models, even when these models belong to the same generic typology as the one we introduced in Chapter 5. For example, companies that have chosen to entrust their CTO or CIO with overall responsibility for innovation may differ significantly in the scope and/or the level of empowerment that they assign. To a large extent, these differences reflect specific industry, company, and management conditions, as well as historical experiences with one model or another. Top management preferences – for example, for strong personal involvement or for delegating responsibilities ...
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