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1、SpotlightonInnovatIonFoRtHe21stCentuRyArtworkrickyAllman,WeCanSeeYouSpotlight2010,acryliconpanel,12"x16"66 HarvardBusinessReview May2012hbr.orGBansiNagjiandGeoffTuffarepartnersatMonitorGroupandleadersofthefirm’sglobalinnovationpractice.ManagingYourrtistaInnovat
2、ionPortfoliohy:CourtesyofthePeoplethroughoutyourorganizationareenergeticallypursuingPthenew.Butdoesallthatactivityadduptoastrategy?PhotograbyBansiNagjiandGeoffTuffMay2012harvardbusinessreview 67spotlightonInnovatIonFoRtHe21stCentuRyManageMentknowsitandsostrateg
3、ically.Itdemonstratesanall-too-commondoesWallStreet:Theyear-to-contrasttothesteady,above-averagereturnsthatyearviabilityofacompanyde-canbeachievedonlythroughawell-balancedport-pendsonitsabilitytoinnovate.folio.Thecompanieswe’vefoundtohavethestron-Giventoday’sma
4、rketexpecta-gestinnovationtrackrecordscanarticulateacleartions,globalcompetitivepres-innovationambition;havestrucktherightbalancesures,andtheextentandpaceofcore,adjacent,andtransformationalinitiativesofstructuralchange,thisisacrosstheenterprise;andhaveputinplac
5、ethetoolstruerthanever.Butchiefexec-andcapabilitiestomanagethosevariousinitiativesutivesstruggletomakethecaseaspartsofanintegratedwhole.RatherthanhopingtotheStreetthattheirmanage-thattheirfuturewillemergefromacollectionofadrialactionscanbereliedontohoc,stand-al
6、oneeffortsthatcompetewithonean-yieldastreamofsuccessfulotherfortime,money,attention,andprestige,theynewofferings.Manyadmittomanagefor“totalinnovation.”beingunsureandfrustrated.TypicallytheyareawareofatremendousamountBeClearaboutofinnovationgoingoninsidetheirent
7、erprisesbutYourinnovationambitiondon’tfeeltheyhaveagrasponallthedispersedini-Whatdoesitmeantomanageaninnovationportfo-tiatives.Thepursuitofthenewfeelshaphazardandlio?First,let’sconsiderhowbroadaterm“innova-episodic,andtheysuspectthatthereturnsonthetion”is.Defin
8、edasanovelcreationthatproducescompany’stotalinnovationinvestmentaretoolow.value,aninnovationcanbeasslightasanewnailMakingmattersworse,executivestendtore-polishcolororasvasta
