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ABSTRACT
Module 2 - Strategic Innovation
Logically, this should have been the first module covered
in the Innovation Summit. But, when did you ever attend a
workshop that opened with a strategy discussion between folks
that had never met before. Therefore, Module 1 hopefully has
given us all a common footing and a start on group thinking
and group discussion and we are now ready for Module 2.
The relationship between productivity and innovation is a
strong one. The actions that Corporate Officers and Leaders
of R&D take and the decisions they make can have a drastic
effect on R&D innovation and the type of output one gets
from investing in R&D. Brad Goldense was the Subject Matter
Expert for APQC's R&D Productivity Study that concluded
in December 2004. Many of you may know APQC [http://www.apqc.org]
by one of its organizations, "The International Benchmarking
Clearinghouse." The 2004 study was focused on strategic
drivers and measures of innovation processes. Five best practice
partners were benchmarked by 15 participating sponsors, who
also benchmarked themselves.
The study found a handful of strategic innovation and productivity
drivers that are commonly wielded by the very top management
of best practice companies to enable innovative environments
and corporate cultures. Some drivers are hard and tangible
and implementable. Other drivers are elusive and intangible
and must be interwoven behind the scenes over a number of
years into the fabric and infrastructure of the organization.
The goal of this module is to address innovation from the
executive office, the top down, both what works and what doesn't
work.
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