Leading Innovation In Organizations

Innovation isn’t just about new products. It’s about how you structure, deliver, and capture value—across your entire business model. In their book, "Ten Types of Innovation" (2013), Keeley et al. outline a powerful framework outlining no less then 10 types of innovation: Configuration 1. Profit Model – How you make money 2. Network – How you collaborate 3. Structure – How you organize 4. Process – How you operate Offering 5. Product Performance – What you offer 6. Product System – How offerings work together Experience 7. Service – How you support users 8. Channel – How you deliver value 9. Brand – How you're perceived 10. Customer Engagement – How you foster loyalty Most innovation efforts focus narrowly on the product. But real advantage comes from orchestrating multiple innovation types, often in combination. If you're looking for new strategic levers, this framework is a great place to start. Which of the ten are you already investing in?

Over 100 Companies Are Building Killer Robots for the Pentagon. I Found the 20 That Will Actually Survive. Last week, a defense startup CEO told me something that made me think. "We're not competing with Lockheed anymore. We're competing with 100 other startups who think they're the next Anduril." He's right. And 80 of them will be dead by 2027. I spent three months mapping autonomous defense companies chasing DoD contracts. From Silicon Valley AI labs to Boston robotics shops to D.C. consultancies pivoting to hardware. etc. The carnage has already started. Twelve companies that raised Series A rounds in 2024 are out of money. Three that won SBIR grants can't scale production. One with $50M in funding just lost their entire engineering team. But 20 companies are making headway. And they all share the same DNA. The Pattern Winners don't build for the Pentagon. They built for the 19-year-old Marine who has to use their tech while getting shot at. One company embedded engineers with combat units for 6 months. No contract. No promise of payment. Just learning how operators fight. Result? Their drone requires two people to operate. Competitors need 12. Skydio delivered drones with 70% capability in 3 months. By month 12, they'd pushed 47 software updates based on combat feedback. Traditional contractors were still writing requirements documents. Winners treat manufacturing like a weapon system. Anduril built factories before winning major contracts. Saronic designs boats for mass production, not perfection. Firestorm 3D-prints drones in the field. The traditional primes? Still treating production as an afterthought. The Math Current reality: • 100+ companies chasing autonomous defense contracts • Combined VC investment: $8.7B since 2020 • Total addressable market by 2027: $12B • Winners needed to capture 80% of the market: 20 That's 80 companies fighting over table scraps. The Survivors Based on my analysis, here are the 20 that are leading the charge: The Platforms (One brain, infinite applications): Anduril, Shield AI, Applied Intuition The Swarmers (Quantity as quality): Skydio, Saronic, Blue Water Autonomy The Specialists (Owning one domain): Hermeus (hypersonics), Epirus (directed energy), True Anomaly (space) The Builders (Manufacturing as moat): Firestorm, Forterra, Terminal Autonomy The Enablers (Making others deadly): Scale AI, Vannevar Labs, Rebellion Defense The Wild Cards (Different playbook): Joby (VTOL), Reliable Robotics, Mach Industries The rest? They're building impressive tech, but many will never see combat. Your Move If you're supplying these 20, you'll ride the wave. If you're competing with them, you have roughly 18 months to pivot or perish. Find your unique slot. The autonomous defense revolution isn't winner-take-all. It's winner-take-most. And the winners are already emerging from the pack.

Innovation is the lifeblood of progress, but it doesn’t happen by chance. It’s cultivated in environments where team members feel safe to share ideas and challenge the status quo. Creating a culture of innovation means nurturing an environment where bold ideas can flourish. It’s about openness, diverse perspectives, and the freedom to experiment. When people feel empowered to speak up, creativity thrives, and true innovation follows. So, how do you create such a culture? 1️⃣ Embed a Growth Mindset: Encourage continuous learning and development across all levels of the organization. Provide resources for professional growth and celebrate learning milestones, fostering an environment where knowledge and skills are constantly evolving. 2️⃣ Facilitate Cross-Functional Collaboration: Break down silos and encourage teams from different departments to work together. Cross-functional projects can bring fresh perspectives and spur innovative solutions that wouldn’t emerge in isolation. 3️⃣ Implement Structured Feedback Mechanisms: Establish regular feedback processes focused on constructive criticism and actionable insights. Ensure psychological safety so team members feel secure, viewing feedback as an opportunity for growth rather than critique. 4️⃣ Encourage Calculated Risks: Promote a culture where calculated risks are welcomed. Empower your team to explore new ideas and approaches without fear of failure. Recognize and reward innovative efforts, even when they don’t result in immediate success. By embedding these principles into your organizational culture, you can pave the way for continuous growth and success. Let’s create spaces where innovation is not just an aspiration but a tangible reality. #Leadership #Innovation #FutureOfWork

Curiosity is the job of leadership. To me, leadership isn’t about having all the answers—it’s about staying curious. The way we work has changed, and so has leadership. Leaders who thrive today aren’t those with all the answers, but those who ask the right questions. Curiosity has become a critical leadership skill, enabling leaders to seek feedback, explore new perspectives, and adapt to rapidly changing environments. A recent Harvard Business Review piece suggests that, in today’s world, leaders must develop several essential skills: (1) Emotional Aperture: Understanding the emotional dynamics of your team, reading the room, and ensuring all voices are heard. Leaders who tune into these dynamics build stronger relationships and keep employees engaged. (2) Adaptive Communication: Great leaders adjust their style to fit the situation and audience. It’s about connecting with people, knowing when to motivate, and when to create space for creativity. (3) Flexible Thinking: In times of uncertainty, effective leaders embrace ambiguity and seek new perspectives. Asking the right questions helps open doors to innovative solutions and thoughtful decisions. (4) Perspective Seeking: As leaders rise, power can narrow focus. Great leaders actively seek out different viewpoints, essential for negotiation, conflict resolution, and strategic thinking. (5) Strategic Disruption: Leaders need to challenge the status quo, not just for the sake of change, but to continuously improve—especially in advancing inclusion and equity. (6) Resilient Self-Awareness: Leaders are human too. Recognizing limitations and building a strong support network is key to managing stress and leading by example. To me, curiosity ties all these skills together. Staying curious allows leaders to keep learning, adapting, and growing—both for themselves and their teams. Curiosity opens the door to fresh ideas, deeper connections, and a more dynamic, responsive leadership style. In a world of constant change, curiosity isn’t just a good-to-have—it’s a must-have for leading with empathy, awareness, and insight. #curiosity #skills #leadership #agility #innovation #collaboration #teams https://lnkd.in/eYy7VUhG

#TeachMeTuesday How much innovation are we missing if we only look at the R&D line in financial statements? 👉 Result: a lot! 📄 In a newly published Research Policy article (👉 https://lnkd.in/enDMWuVA), Neophytos Lambertides, Marina Magidou, and Anna Emilia Maruska, Ph.D. , the authors ask a simple question: what if part of the innovation signal is hiding in plain sight — in what firms say, not only in what they report numerically? Evidence in the paper then shows that over 10% of firms reporting zero or missing R&D expenditures nonetheless exhibit clear signals of innovation activity. 🧠 What this implies for innovation measurement The results reinforce a broader message: innovation is increasingly intangible, distributed, and poorly aligned with traditional reporting categories. Relying narrowly on reported R&D risks underestimating innovation — especially in services, digital-intensive sectors, and firms innovating through processes rather than products. 🏛️ What could better measurement look like? Building on the paper’s contribution, three complementary directions stand out: 🔔 Systematic use of narrative disclosures to capture latent innovation activity beyond formal R&D 🔔Broader “total innovation investment” concepts, combining R&D with other innovation-relevant intangible expenditures 🔔 Richer output indicators, integrating patents with trademarks, designs, and market-based innovation signals 🌍 Link to global policy work These insights align closely with the measurement philosophy of the WIPO, which combines traditional and non-traditional indicators to better capture innovation in all its forms.

GCC Leaders: Are You Measuring What Truly Matters? To measure the real impact of your Global Capability Center (GCC), you must go beyond traditional operational KPIs like cost savings or headcount. Those are hygiene. What truly matters is how your GCC moves the needle for the business. Here are 5 strategic metrics every GCC leader should track: 1. Value Delivered per Dollar Spent Why it matters: Shows how effectively the GCC converts investment into business outcomes. How to measure: • Business value (e.g., product revenue, productivity gains, IP created) / Total GCC cost • Can be benchmarked against alternative models (outsourcing, onshore) 2. Time to Market Acceleration Why it matters: Reflects the GCC’s ability to improve speed of execution for product development, support, or operations. How to measure: • % improvement in release velocity or cycle times after GCC involvement • Lead time from idea to launch before vs. after GCC enablement 3. Innovation Output Why it matters: Indicates contribution toward competitive advantage and future growth. How to measure: • Patents filed, features launched, automation use cases deployed • Number of AI/GenAI initiatives incubated and scaled • New product ideas or MVPs driven from GCC 4. Business Function Ownership & Accountability Why it matters: Measures the maturity and strategic importance of the GCC. How to measure: • % of global business function fully owned or co-owned by GCC (e.g., platforms, support functions, analytics COEs) • Strategic roles (Directors, VPs) based in the GCC • Participation in global decision-making forums 5. Customer or Stakeholder NPS / Satisfaction Score Why it matters: This metric reflects how well the GCC is delivering value—both through the products it helps build and the support it provides to global stakeholders. How to measure: • NPS from external customers using products or services developed by GCC teams • NPS from internal stakeholders on the GCC’s responsiveness, collaboration, and strategic alignment • Qualitative feedback on product quality, innovation, speed of execution, and business understanding If your GCC isn’t driving the business forward, it’s just another offshore team. And in 2025, that’s not enough. Rethink how you measure. Reframe how you lead. Redefine what your GCC stands for. Zinnov Amita Goyal Karthik Padmanabhan Amaresh N. Mohammed Faraz Khan Namita Adavi Dipanwita Ghosh Sagar Kulkarni Hani Mukhey ieswariya Rohit Nair Komal Shah Saurabh Mehta

Watching young talent take bold risks made me think about the importance of nurturing an entrepreneurial mindset internally. Many organizations speak about innovation, yet their structures unintentionally restrict it. True entrepreneurship does not come from slogans or training sessions. It emerges when people are trusted to make decisions, take ownership, and challenge long-standing assumptions. When individuals feel responsible for outcomes rather than simply completing tasks, their entire perspective shifts. They begin to move with more confidence, think with greater ambition, and pursue ideas with the same determination you would expect from a founder. The biggest obstacle to internal entrepreneurship is unnecessary friction. Too many layers, slow approvals, and an environment that treats mistakes as failures quietly discourage initiative. In contrast, companies that allow space for calculated risk, value learning as much as results, and give teams visibility into the broader business naturally develop people who operate with a sense of ownership. The future belongs to organizations that enable this mindset. Leadership can emerge from any corner of a company when people are encouraged to question, explore, and build. Innovation becomes sustainable only when it is embedded in the culture, not imposed from above. Remember, real momentum begins when people shift from acting as employees to thinking as founders!

Are we measuring the wrong things in drug innovation? Some of the most valuable therapies might never show up on our innovation radar. The typical view in US #biopharma has long equated “innovation” with patents, new drug approvals, and R&D spend. They're easy to count and look good in investor decks. However, these metrics often reward volume more than total value. They don't tell us whether a therapy meaningfully improves patient lives, strengthens public health, or delivers returns beyond the financial metrics. A new six-dimensional framework published in The Incidental Economist offers another option. Drawing from over 600 interdisciplinary studies, the authors propose a more rigorous definition of #innovation: - Scientific and Technological Advances: Captures innovation and productivity using metrics such as new molecules, new drug applications, and patents. Emerging indicators, such as AI-enabled R&D and digital biomarkers, offer forward-looking insights. - Clinical Outcomes: Highlights therapeutic impact through metrics such as safety, efficacy, and patient-reported outcomes, emphasizing real-world patient benefits and delays in disease progression. - Operational Efficiency: Measures efficiency in development and production using trial success rates, R&D timelines, supply chain resilience, and adaptive trial designs. - Economic and Societal Impact: Evaluates economic returns and societal benefits through cost-effectiveness analyses, budget impacts, and productivity improvements. - Policy and Regulatory Effectiveness: Assesses how regulatory frameworks support innovation through approval speed, breakthrough designations, and surrogate endpoint integration. - Public Health and Accessibility: Examines broader health impacts, including reduced disease incidence, healthcare access improvements, and equitable geographic distribution, ensuring innovations meet widespread public health needs. This doesn't have to just be academic. It could change what gets funded, approved, and reimbursed. Some examples mentioned in the article: -An Alzheimer's therapy might look risky on paper, but when viewed through long-term productivity gains and reduced caregiver burden, it becomes a more attractive, high-risk/high-reward bet. -A platform technology (e.g., mRNA) may not boost new molecule counts today, but could enable faster, more precise drug development in the future. -A one-time gene therapy with high upfront cost could prove more valuable than chronic treatments when lifetime adherence and hospitalizations are factored in (if payers can afford the upfront investment). Of course, expanding how we define innovation introduces trade-offs. Complexity increases. Metrics will compete against each other. The question is whether the upside of greater alignment with ALL stakeholders is worth the operational complexity and potential reductions in value for some individual stakeholders. Would you be in favor of evaluating innovation more holistically?

Most companies spend millions seeking diversity in hiring, then methodically crush diversity of thought. The true competitive advantage isn't just who you hire—it's letting them remain gloriously, disruptively themselves. After working with visionary leaders at Google, The Hershey Company, and the Minnesota Vikings, I've discovered that the most innovative organizations don't just tolerate their rule-breakers and square pegs—they celebrate them. These are visionary thinkers and leaders who lift your organization to new heights. Those rebellious, obsessive, audacious individuals whose character traits are typically seen as "vices" but are actually the foundations of their genius. Want to create a hiring environment where innovators can unleash their full potential? Here are seven questions empathetic leaders ask in interviews: 1. "What aspect of your identity is most important to you and why?" Visionary leaders and innovators often have multiple identities and take pride in all of them. This question acknowledges their complexity and signals they can bring their whole selves to work. 2. "What do people tell you about yourself that's supposed to be an insult, but you're secretly proud of?" Since childhood, most visionary thinkers have been told to shape up and stop being so … odd. For them, being misunderstood is almost a badge of honor. 3. "What are some challenging situations that brought out your best qualities?" Innovators often thrive in conditions others find burdensome; this shows how they transform obstacles into opportunities. 4. "What's your guilty pleasure or unusual interest?" Unique preoccupations often suggest a keen mind. When leaders show curiosity rather than judgment about these quirks, they create psychological safety. 5. "Would you feel comfortable being the only person like you on a team?" Great innovators often love being the square peg in the round hole—the tarantula on the wedding cake. 6. "What could we be doing better, and how would you fix it?" Innovators typically have strong opinions and innovative solutions. This invites constructive disruption. 7. "What's the one thing you will always fight for, no matter the cost?" This reveals character and values. Many innovators and visionaries have fought to be seen and respected. Understanding what they stand for helps align their passion with your mission. The organizations that will thrive in our volatile world aren't just diverse in appearance—they're diverse in thought. They've created cultures where misfits, rebels, and visionaries can flourish without buffing down their prickly edges. Because true innovation doesn't come from making everyone the same… …it comes from embracing the gloriously disruptive potential of those who see the world differently. Motto®

The difference between a manager and a leader isn’t just a title — it’s a mindset. Managers keep things running efficiently, ensuring processes are followed and goals are met. Leaders, on the other hand, inspire, innovate, and push boundaries to drive long-term success. So how do we transform today’s managers into tomorrow’s leaders? It starts with intentional development. 1️⃣ 𝗘𝗻𝗰𝗼𝘂𝗿𝗮𝗴𝗶𝗻𝗴 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗧𝗵𝗶𝗻𝗸𝗶𝗻𝗴 – Managers are often focused on execution, but leadership requires a broader vision. Giving managers opportunities to think beyond the day-to-day and make strategic decisions helps them shift their perspective. 2️⃣ 𝗗𝗲𝘃𝗲𝗹𝗼𝗽𝗶𝗻𝗴 𝗘𝗺𝗼𝘁𝗶𝗼𝗻𝗮𝗹 𝗜𝗻𝘁𝗲𝗹𝗹𝗶𝗴𝗲𝗻𝗰𝗲 (𝗘𝗤) – Leadership isn’t just about knowledge; it’s about people. Great leaders understand how to navigate interpersonal relationships, manage emotions, and communicate effectively. Investing in EQ training fosters trust and stronger team dynamics. 3️⃣ 𝗟𝗲𝗮𝗱𝗶𝗻𝗴 𝗯𝘆 𝗘𝘅𝗮𝗺𝗽𝗹𝗲 – The best way to create leaders? Show them what great leadership looks like. By demonstrating integrity, resilience, and transparency, senior leaders set the tone for the next generation. 4️⃣ 𝗣𝗿𝗼𝘃𝗶𝗱𝗶𝗻𝗴 𝗚𝗿𝗼𝘄𝘁𝗵 𝗢𝗽𝗽𝗼𝗿𝘁𝘂𝗻𝗶𝘁𝗶𝗲𝘀 – Leadership isn’t learned in a vacuum. Giving managers access to mentorship, executive coaching, cross-functional projects, and leadership development programmes equips them with the skills they need to level up. 5️⃣ 𝗣𝗿𝗼𝗺𝗼𝘁𝗶𝗻𝗴 𝗔𝘂𝘁𝗼𝗻𝗼𝗺𝘆 – A leader isn’t just someone with a title—it’s someone who takes initiative and owns their decisions. Encouraging managers to take charge, make key decisions, and innovate helps them develop confidence in their leadership abilities. 6️⃣ 𝗙𝗼𝘀𝘁𝗲𝗿𝗶𝗻𝗴 𝗮 𝗖𝘂𝗹𝘁𝘂𝗿𝗲 𝗼𝗳 𝗙𝗲𝗲𝗱𝗯𝗮𝗰𝗸 – Feedback is a two-way street. Leaders don’t just give feedback—they seek it out. Creating an open environment where managers receive and provide constructive input allows them to grow and refine their leadership style. The best organisations don’t just look for leaders externally; they cultivate them from within. By intentionally developing leadership skills in managers today, we future-proof our businesses and empower the next generation to lead with confidence, purpose, and vision. Are we investing in our managers the way we should be?