Abstract

Drawing from learnings gained from practice, as well as from studying the process of innovation, the author concludes that, by far, the success of an innovation project is essentially a function of the talent and motivation of the persons involved. Therefore, management may bring considerable value by taking the time to ensure these two critical requirements. In comparison with this priority, firms should place little importance on “frameworks” and consultants’ “models”; instead, managers should trust their collective strength, rather than escaping into hiring external “help”.