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The over-arching truth about big innovation is this; “You Get What You PlayFor,” because the processes and tools for managing core businesses don’t work when the goal is to identify and successfully introduce ideas that don’t exist today; true innovations not incremental ones. So you get what you play for and it’s who gets to play that makes all the difference.
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When executives create teams to pursue breakthrough innovation they typically push the work down to the operating levels, just like they do so successfully with their core businesses. That sounds eminently laudable – after all, they’re “empowering” a group of hands-on people. They think they are too busy to deal with innovation but there’s another reason for taking that approach: Leaders don’t want to get involved in big innovation. They are afraid of it because they haven’t experienced it or been schooled in managing it; and bosses don’t like being visibly vulnerable.
