There’s a widespread misunderstanding in many companies: they hire an “innovation manager” and expect that person to invent, build, launch, sell, and scale every new thing. When nothing sticks, they blame the role. The truth is simpler and more powerful: innovation management is not a solo act. It’s a sustainable system that helps everyone find opportunities, test ideas, and turn learning into results—without burning people out or depending on a single hero.
Think of it this way: the “doer of everything innovative” tries to carry the whole mountain. The innovation manager shows the path, equips the hikers, and keeps the group moving safely. You still have to walk.
What innovation management is really about
- Direction with staying power: Clarify where innovation matters most and why—customer pain points, cost structure, speed, quality, new revenue. This keeps efforts focused and reduces waste.
- System, not stunts: Build a repeatable pipeline—insights, ideas, experiments, pilots, scale. Fewer big bets, more small, reversible steps.
- Enablement over dependency: Teach discovery, experimentation, and decision hygiene so teams can move without constant hand-holding.
- Portfolio balance: Mix quick wins with bolder bets across time horizons, with staged investment to limit risk and protect capacity.
- Culture that endures: Normalize curiosity, candor, and accountability. Innovation becomes a habit, not a sporadic campaign.
