Innovation is the backbone of competitive advantage. It’s what allows organizations to grow, adapt, and thrive in the face of constant change. But building innovation programs that endure — delivering value over the long-term — is a significant challenge. It requires the right strategies, commitment, and a deep understanding of what makes innovation sustainable.
This webcast replay features:
- Gavin McClafferty, Open Innovation Lead, Subsea7, a subsea engineering, construction, and services company
- Ludwig Melik, President of Americas, HYPE Innovation, an innovation management platform
- Scott Kirsner, CEO and Co-Founder, InnoLead
- Alex Slawsby, Chief Growth Officer, InnoLead.
The webcast included these three participant polls:
You can replay the webcast above, or download the slides below. Five key insights from the conversation appear below…
Leadership Support is the Keystone of Sustained Innovation
McClafferty shared a quip: “No CEO, no party,” highlighting the critical role of executive support for innovation. He stressed that innovation programs thrive only when leadership champions them, allocating resources and aligning them with organizational goals. He noted, “There’s this constant need for self-reflection and evaluation to remain relevant” as leadership and priorities evolve.
Balancing Portfolios for Long-Term Impact
Innovation efforts require a diversified approach to avoid overemphasis on short-term gains. McClafferty shared Subsea7’s approach: “You don’t want to end up where your portfolio is too biased towards one outcome or another. You need to have different things that help to get you to your future state.” This mix of near-term efficiency improvements and long-term transformative projects ensures resilience and relevance.
The Cultural Imperative for Innovation
“Culture eats strategy for breakfast,” McClafferty reminded the audience, quoting Peter Drucker and highlighting the necessity of embedding innovation into the organization’s DNA. He pointed out that while safety is a universally understood value, companies often struggle to articulate the consequences of halting innovation, stating, “You don’t want to become the next Blockbuster in a Netflix world.”
Standardization Doesn’t Need to Stifle Creativity
Melik advocated for frameworks like ISO 56000 to lend structure and legitimacy to innovation efforts. He explained, “ISO doesn’t prescribe a specific process but provides the ingredients for a successful innovation management system.” This approach reassures stakeholders about consistency while allowing flexibility to adapt to organizational needs.
Transparency Matters
McClafferty warned of the disengagement risk when employee ideas are solicited but not acted upon. “We need to be quite transparent about which areas we’re interested in, what we’re willing to explore, and what our real innovation needs are,” he said. This clarity prevents colleagues from getting cynical about innovation initiatives, and ensures alignment between organizational priorities and employee contributions.
Document Download
Click filename(s) to download and view.
