Shreyas Bakshi

Innovation is often visible in taglines, narratives, and presentations (PPTs), but does not always translate into outcomes reflected in Profit Before Tax (PBT). For many organisations, the innovation journey often begins with articulation e.g. innovation-led taglines vision and mission statements strategic narratives transformation messaging Some organisations go further and take measures such as: set up innovation labs launch dedicated initiatives include innovation in capability-building programmes establish new operating structures In fact, some organisations even position testing or experimentation facilities as innovation centres. The intent is visible. The aspiration is genuine. Yet in many organisations, the outcomes do not always move at the pace or scale initially envisioned. One possible reason may be that organisations often focus first on visible innovation measures before addressing deeper organisational alignment. These may not alw...

  Innovation is a word leaders use often. It appears in strategy discussions, finds space in vision statements, and is embedded in company taglines. It is positioned as a lever for growth or renewal. And yet, there are leaders who are not satisfied with what innovation ultimately delivers — and wonder whether better outcomes are possible. At the same time, there are leaders who believe their innovation efforts are delivering incremental outcomes but do not wish to intensify efforts out of concern about over-stretching their teams. What if stronger outcomes could emerge by sharpening the direction of your current efforts — where efforts refer to both time and investment? Innovation efforts can be focused on: Projects — delivering defined strategic or operational outcomes. People — capability strengthened through delivering multiple projects. Organisation — systems and governance that identify and prioritise projects, track outcomes, and develop people capability...

Innovation mindset is often described through familiar qualities – curiosity, exploration, experimentation, openness to challenge. But in real innovation journeys, the question is rarely whether these qualities are present. It is about how each situation is interpreted as it unfolds. While the familiar qualities continue to hold value, much of one’s thinking remains deeply personal. It is shaped by how one has learned to interpret situations over time – and often reveals itself subconsciously in the moment, quietly influencing how the innovation journey is navigated. In such moments, innovation becomes less about applying predefined mindsets, and more about recognising the thinking at play – and what may need to shift. How often do we pause to notice how our thinking shapes our innovation journeys? Across diverse innovation contexts, I have seen meaningful progress begin here. The MijS Discipline of Innovation incorporates this aspect – recognising and working with und...

  In the world of relentless pursuit of success, a mantra often recited is "Failure is not an option" . This is invariably true in ‘business-as-usual’ context where the processes are established, and failures are unpardonable. But, in the context of ‘business-un-usual’ – in other words, innovation, another mantra is more relevant i.e. “Failures are the stepping stones to success” . There are enough examples to illustrate this. The most common one being “I have not failed. I've just found 10,000 ways that won't work” by Thomas Edison. Often, failures teach us a lot more than success and need to be made a part of the learning process in the context of evolving an innovative solution. However, failures, even in the context of innovation, can be daunting to deal with unless these are supported by well-designed practices and principles e.g. Aligning the understanding of ‘failure’ All the relevant stakeholders need to have a common understanding of ‘failu...