People who lead their organizations’ collaborative innovation programs cannot relax until they have brought the first one or two collaborative innovation campaigns to a successful close. No wonder. For many, this engagement represents their first exploration of the potential that the practice of collaborative innovation can offer their organization and them. They appreciate that implementing the practice transforms the ways in which the community works together and behaves towards one another. Change brings tension borne of uncertainty.
At some point, the leader sees the community introducing compelling, novel approaches to seemingly intractable problems. They see their colleagues realizing their potential for leadership in forming and pursuing ideas to resolution with the campaign sponsors. Nobody has lost a limb or their career. Life is good—or, more to the point, life is more open, dynamic, and engaging than it had been: characteristic prerequisites for making headway in the knowledge economy.
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