We are focused on helping companies
implement innovation that runs
across the entire organization. It is
critical that organizations do not keep
innovation in a silo in R&D,
manufacturing, or with the guys in the
corner office. Instead, we are
dedicated to delivering innovation
that aligns the organization together.
Our organization leverages
knowledge and experience from
around the globe, including from our
resource network called the Global
Knowledge Network. This is a
proprietary network of more than
6,000 scientists, researchers and other
technical experts from around the
globe that provide our clients access to
world-class expertise in a broad range
of areas.
GEN3 Partners is able to apply its
inter-disciplined approach in
practically every industry from small
to big companies, because the basic
methodology behind our innovation
discipline is objective and structured
and has tools that could address all
the issues and needs across any
organization and across any industry.
In terms of our credentials, our clients
include Fortune 500 companies from
all different industries and
geographies and sizes. We maintain a
world-class team consisting of
scientists, engineers, business
analysts, business strategists and
other professionals whose combined
expertise enables our clients to
achieve their desired goals. The firms
leaders are renowned in their fields
including Chairman Jim Sims, Chief
Strategist Michael Treacy and Chief
Scientist Simon Litvin.
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What according to you are the biggest
bottlenecks hindering innovation in many
of the companies across the globe?
The answer is simple: people struggle
with innovation today because it is an
unpredictable and inefficient process.
It does not affect their bottom line. So
people have to ask themselves: why
would I do it, if I know I cannot
control it?
The bottom line is twofold. First, no
one knows what innovation is and
therefore efforts are not focused and
do not yield results. So, there is a real
need to define and focus innovation.
Second, a company will struggle until
it stops viewing innovation as an
expense and starts treating it as a
necessary investment in the
companys future. This is a critical
moment for a company to realize.
When innovation is treated as an
expense, and its direction is driven by
an unpredictable wonder child then
the company will never be able to
predict performance or align the
companys overall efforts. On the
other side of the coin, look at
companies like Procter & Gamble,
Google and Siemens. These
successful companies view
innovation as a strategically important
thing to invest in and to measure their
results against.
At many companies, innovation is left
to middle managers whose
unfamiliarity with formal innovation
methodology and its benefits hamper
the ability for organizations to adopt it
as a corporate discipline. The very
nature of innovation as we work with it
today is unpredictable, and managers
who are held accountable based on
results cant afford to take the risks or
expend their budgets or time. But if the
initiatives are fed from multiple
sources at the highest levels of an
organization we would see a paradigm
shift.
In addition, successful innovation
needs to be cross-functional. It should
be a part of many different aspects of a
company. In order to do that,
innovation needs to be driven from
the corner office. People in the
company should feel the commitment
of senior management. An example of
this comes from P&G. Ten years ago
John Pepper made it clear everyday
that innovation was his personal
commitment. He was driving it. When
you read what Googles management
team says, they say from the very top
that innovation is a critical part of its
senior management agenda.
To avoid bottlenecks, here are three
pieces of advice:
As long as companies dont follow
these, they will struggle with
innovation.
