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...