Some interesting insights into the rising demand for innovation practitioners from the New York Times article
Jump, Ideo and Kotter International, are companies with offices and payrolls. But many are solo practitioners, brains for hire who lecture at corporations or consult with them regularly. Each has a catechism and a theory about why good ideas can be so hard to come by and what can be done to remedy the situation.
I particularly like this model by Vijay Govindarajan, a professor at Dartmouth’s Tuck School of Business and co-author of “The Other Side of Innovation:
In Box 1, he puts everything a company now does to manage and improve performance.
Box 2 is labeled “selectively forgetting the past,” his way of urging clients to avoid fighting competitors and following trends that are no longer relevant.
Box 3 is strategic thinking about the future.
“Companies spend all of their time in Box 1, and think they are doing strategy,” he says. “But strategy is really about Box 2 and 3 — the challenge to create the future that will exist in 2020″.
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