Recently I spoke with a group of executives from a $3 billion division of a large industrial company. They were faced with a mandate from the chief executive to expand the firm's service revenue from 20 percent to 33 percent. That's almost $400 million in new revenue, yet when I asked how many people were on the team, the leader replied meekly: "Two."
This isn't good enough—and yet it's a systemic problem for those looking
to implement innovation
initiatives, particularly within large organizations. The fact is, the
days when innovation was focused primarily on technological
breakthroughs and new product
development are gone. Fast-paced environmental shifts require
constant change in systems, people, and processes. Organizational
flexibility and agility are now critical capabilities for any
corporation trying to lead. So any executive looking to innovate needs
to invest significantly in a way to support the change needed to make
that revenue become a reality.
To read the full, original article click on this link: Innovation's Dirty Little Secret - BusinessWeek
Author: Jeneanne Rae
