One of the HBR's 10 must reads on innovation. The innovation team always run into conflicts with the rest of the organization. To have the success for innovation initiatives, we need both teams to work together. The article proposes three steps to make the most unlikeliest partnership work.

1. WARS
HBR’s10 mustreads on innovation
Stop the innovation

2. VijayGovindarajan,
CoxeDistinguishedProfessor at Dartmouth
College’s Tuck School ofBusiness
About Authors:
Chris Trimble,
AdjunctAssociateProfessor at Dartmouth
College’s Tuck School ofBusiness
Full Articleat HBR(2010)
https://hbr.org/2010/07/stop-the-innovation-wars

3. Li Wei
Technology commercialization manager
Exploit Technologies PteLtd (ETPL)
Agency for Science,Technology and Research (A*STAR, Singapore)
Summary andpresentationby
B. Eng&Ph.d (Engineering)
Nanyang Technological University
Singapore
M.B.A.
INSEAD
Fontainebleau, France

4. Special teamdedicated to
innovationinitiativesinevitably
runinto conflict with therest
of the organization

5. The people responsible for ongoing
operationsview the innovators as
undisciplined upstarts

6. The innovators dismissthe operation
people asbureaucraticdinosaurs

7. It is naturaltoseparate
the two warringgroups

8. But …

9. This is
dead
wrong

10. Isolationmayneutralizeinfighting, but it also
neuters innovation

11. Nearlyallinnovation initiatives
buildon a firm’sexisting
resources andknow-how

12. We need a teamwithdifferent
incentives andculture norms tohave
new innovation breakthrough
The dedicated team

13. We alsoneed thepeople who maintain
excellence inongoing operations
The performance engine

14. We need both ofthem

15. We need both ofthem
To work
together

16. Ok … ok.. Umm …

17. ?

18. There are
three stepsto make the unlikeliest partnership work

19. #1Divide the
laborfor new
initiatives

20. Limitationsof performance engine:
The new taskis too disruptive
The working culture is difficult tochange

21. So, theperformance engine should
takeon tasksthat flow alongthe
samepaththat ongoing operations do

22. Anytaskthatis beyond thecapabilitiesof the
individualswithinthe performance engine
must be assignedto the dedicatedteam

23. 10/90 50/50 90/10
It depends on thenature ofthe initiative
andthe performance engine’s capabilities
or or
The proper divisionof labor

24. #2Assemblethe
dedicated
team

25. The common mistake
Thinking about who you know before
thinkingabout skillsyou need

26. Performance Engine
Adedicated team
Forming a dedicated teamwith
only insidersis easy, cheaper,
andseem less risky

27. Performance Engine
Adedicated team
It is actuallya littleperformance engine,
which is practicallyguaranteed toact
likeone

28. Building aneffective dedicated team
requires breakingdown existing work
relationshipsand creatingnew ones

29. Populatededicated teams with
both insiders andoutsiders
Resources &
relationshipswith
theorganization
Bringin new skills,
perspectiveand
cultures

30. Different
culturalnorms
Different
incentives
Different
performance metrics
An effective
dedicated team

31. #3Proactively
manage the
conflict

32. Conflicts between innovation
initiativesandongoing operations
arenormal andcaneasilyescalate

33. The key here ishavinganinnovation leader
withoutstandingrelationshipskill,who can
collaboratewell withthe performance engine

34. The leader alsoneeds a seniorexecutive who
supportsthe dedicated team,prioritizes the
company’s long-term interests andadjudicates
contests forresources

35. Anticipate
and mitigate
the strains

36. Let’s recap…

37. Three steps tomake the
unlikeliestpartnershipwork
Divide thelabor
for new initiatives
Assemble the
dedicated team
Proactively manage
the conflict
#1 #2 #3

38. Innovation requires a partnership
between a newly formed teamand
the long-standing one
The dedicatedteam The performance engine

39. Such partnerships arechallenging, but they
aremanageableandthey areindispensable

40. Withoutthem …

41. Withoutthem …
Innovation
goes
nowhere

42. More presentationsat
www.innodiary.org