June’s breakfast topic will be Strategic Innovation: for impact, income and social change. My guest speaker will be Richard Hawkes, CEO of the British Asian Trust and former CEO of Scope.
Innovation capability is patchy in most organisations, but taking a more strategic approach to innovation can increase margins, accelerate growth, and open up new ways to have a greater positive impact.
For centuries we’ve lived in a capitalist world shaped largely by commercial and economic interests, and that’s not changing any time soon, but commercial markets can be a powerful force for good.
The problem with setting targets is that you achieve them, when perhaps you could have achieved far more.
Innovation, or so we believe, is the silver bullet that will simultaneously broaden our reach, increase our impact, raise us out of the crowd and future-proof our organisation. The irony is, a silver bullet is the last thing we should be looking for.
There’s no point developing new services or products that are relevant to customers now, only to find that by the time they’re ready to launch, the audience has moved on. You need to skate to where the puck is going to be, in two or three years’ time, not to where it is now.
Ideas that look great on paper may not look quite so great to your potential customers. So how do you decide when to invest behind new ideas?
In any organisation there will be lots of people who have ideas as to how things could be improved, but how do you decide which ones to back?
One of the biggest challenges for charities over the next few years will be how to bridge the gap between the money you can raise, and the money you need to spend, and there are just three ways to do that…
One of the interesting aspects of what I’ll call “the charity mindset”, is that we do things on a shoestring and if we can cover our costs, we’re good to go. That mindset leads to some very dangerous assumptions indeed.