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How to Kill Innovation in 10 Easy Corporate Steps
- Corporate innovation can be hindered by involving too many decision-makers in committees, leading to a lack of ownership and momentum.
- Decisions should follow a 'disagree and commit' approach rather than getting stuck in endless alignment meetings.
- Attempting to predict outcomes of non-existent products for unacquired customers using forecasts can hinder true innovation.
- Meetings and policies aimed at managing anxiety rather than driving outcomes can contribute to 'organized blindness' within an organization.
- Innovation requires rapid decision-making and tolerance for ambiguity, qualities that may conflict with risk-averse managerial backgrounds.
- Companies often drown innovation in layers of policies and compliance measures, hindering the ability to experiment and make necessary prioritization decisions.
- Real innovation necessitates interpreting customer needs rather than relying solely on their feature requests, as customers may not design the best solutions.
- Building elaborate infrastructures and demos without validating core assumptions can lead to wasteful spending and failed projects.
- Internal demos designed to appear safe can stifle innovation by avoiding risks that are essential for true progress.
- Retrospectives often fail to address root issues like fear-driven processes and diffused ownership, perpetuating a cycle of failed projects.
- Structural changes to reduce internal friction and encourage risk-taking are essential for fostering a culture of innovation within a company.
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