The following is Part Two of an excerpt from the forthcoming book, High Velocity Innovation: How to Get Your Best Ideas to Market Faster (Career Press: October 2019).
Recently, I described the things company leaders do to accelerate innovation that actually slow it down—from isolating R&D from operations, bringing in people from outside the company to lead innovation, to embracing a startup culture for their innovation team.
Related: Things People Do to Speed Up Innovation that Slow It Down
These methods share three faulty assumptions about innovation, and none of them address the real reasons why innovation programs take too long and deliver disappointing results. These assumptions are compelling because they are all partially true.
But they only attack the symptoms of slow innovation—not the root causes—and ultimately do more harm than good.Faulty Assumption #1: The normal corporate culture and many employees get in the way of innovation.
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