In the past, a CEO’s view of innovation was often limited to the budget allocated to the company’s R&D division. R&D was a distant organizational specter, somehow beyond the conventional reach or understanding of the company’s leaders.
Now, with innovation having become an issue for the CEO, providing leadership to those who are charged with innovating is part and parcel of senior management’s responsibility. The trouble is that those who work in innovation often defy traditional leadership. They are smart, are experts in their fields, and often consider their peers to be the equally smart people doing similar things in other organizations rather than executives in their own organization.
The challenge in providing ...