This the the original blog post: The Seven Deadly Sins of Innovation Leaders.
I just repeat the underlying issues that make leading innovation difficult. The author - Jeff DeGraff - identifies:
1. Believing You Can See the Future
2. Choosing Big over Fast
3. Mistaking Your Mangers as Innovators
4. Having More Ambition than Capacity
5. Starting at the Center and Moving Out
6. Listening to the Wrong Customers
7. Failing to Connect the Dots
With innovation, we mean product-, process, or marketing innovation. And I agree that evolutionary prototyping with market testing helps to understand future requirements, and yes, innovation has only a window of opportunity (you might be alone first and then the future is getting old quickly).
We, at UnRisk, live in a scientific environment and our managers are innovators. But we understand that clinging blindly to science can kill innovation. We established a culture of liberation and partial time-wasting in order to creating new ideas. And we integrate featured customers, partners and focus groups into such processes. Important component in the customer feed-back loop is the UnRisk Academy.
But what I find most important: Reverse Innovation. In the common sense it is innovation to be used first in the developing world before spreading to the industrialized world. I define this a bit more abstract as a process whereby products developed as inexpensive models to meet the needs of smaller market participants are reinvented as products and tools for the large.
Reverse Innovation is an outcome of our big-system-for-the-small commitment. The quant-and-bank-proof All-New UnRisk becomes Multi Language - Platform Agnostic - Inherently Parallel - Cross Platform.
