Innovation Leader: How to think about, manage, accelerate, or prune innovation projects

Below is an excerpt from the article "How to think about, manage, accelerate, or prune innovation projects" written by Doblin's John "Pip" Pipino, featured in Innovation Leader's Pointers May 2021 issue.

Many companies are fortunate to have an abundance of good ideas that become growth projects. The collective projects are always too much for the available resources, so leaders must ponder which ones to support. A frequent conversation Doblin colleagues have with client leadership teams is centered around just that: how to think about, manage, accelerate, or prune innovation projects.

We’ve studied the topic for more than a decade and first published our thoughts in Harvard Business Review in May 2012. There we shared a way to aggregate projects into the Innovation Ambition model, a perspective that lets companies see innovation as a portfolio and helps leaders be deliberate about the distribution of projects at varying levels of ambition. We’ve updated our perspective and talked with hundreds of executive teams since then.

To explore some points often heard in those conversation, access the full article featured in Innovation Leader's Pointers May 2021 issue (pages 8-9).

Visit Innovation Leader's Pointers: Expert Advice on Innovation Strategy.