This gels with the idea that my new role is about generating business value, not just tinkering with toys.
The short definition I like to use for innovation is:putting ideas to action... and that action making a difference.
Following from that, he lists some practical tasks (go read them!), most of which I agree with. The last (and for me slightly problematic) is "Implement" - not that I have a problem with implementation, because that IS the point of the exercise, but I am wondering whether someone who is charged with finding, identifying and evaluating great ideas is the best person to implement, and whether turning your innovator into a project/operational manager is a good idea.
Paul suggests that implementation is an action which turns the idea into something useful, but where do you hand over from proof of concept/pilot to an operational function? Do you become the (new) operational function? Or do you pass the baton, and go back to the next item in your pipeline of ideas?
[Bonus Link: How Do you Make Innovation Happen? from Paul Gladen, another Innovation Hub blogger.
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