The Corporate Innovation Playbook

the 2019/20
CORPORATE
INNOVATION
PLAYBOOK
BEST PRACTICES & FUTURE SHIFTS - BUSINESS MODEL REINVENTION - CORPORATE INNOVATION DNA - DISRUPTIVE, ADJACENT & INCREMENTAL EFFORTS -
PRODUCT, SERVICE & PROCESS INNOVATION - leadership - stImUlus - contributors - barriers - ROUTES TO MARkeT - BENCHMARKS - DEBATES
WIKIBRANDS

THE HIGHLIGHTS: CORPORATE INNOVATION PLAYBOOK
The Corporate Innovation Playbook” is the one of the most comprehensive studies on the pragmatic aspects of getting
innovation planned and done inside companies.What are the biggest contributors and barriers to mapping out and
implementing innovation inside companies? What are companies doing now? Why? What is innovation’s potential impact on
their overall business? What will change in the future? What are their unfair challenges & advantages vs. startups?
This study, conducted by an futureproofing and transformation firm Wikibrands and built in partnership with global
innovation experts at Catalyst3, 5&Vine, IScale,J Five, Liminal, New Cottage Industries & Co, Paul Barter & Associates and Scope
Communications, will interview over 40 corporate innovation leaders and survey more than 250+ innovation practitioners and
experts to answer these questions and more.We find too much innovation research to be focused on early stage, elegant but
“head in the clouds” observation or strictly academic analysis - we want to distill the DNA of “innovation in the wild”.
We are hoping the results go to some length in providing answers to: improving corporate innovation growth & success rates,
identifying the right types of leadership, ambitions and routes to market, presenting relatable lighthouse examples, and
understanding the future pace, evolution, attractive business models, headlines and debates facing corporate innovators over
the next 5 years.

CORPORATE INNOVATION LEADERS: THE REVOLUTION IS ALREADY HERE
Source: Google Trends 2004-2018

50+ QUESTIONS ANswered
the 2019/20 CORPORATE INNOVATION PLAYBOOK

INNOVATION: NOW INNOVATION : FUTURE
particIpate in our study
Background & survey links:
www.wiki-brands.com/innovationplaybook

I. Understanding Innovation SCOPE & DEFINITION
VISIT wiki-brands.com/INNOVATIONPLAYBOOK
Current Practices

#1 Problem: Too often innovation research only
chases one part of the ecosystem’s opinions.
Solution: Our study surveys and interviews a global set of
practitioners and experts from 25 different stakeholder areas.
#CorporateInnovationPlaybook

#2 Problem: Oftentimes, there are biases between
CxOs and specialists; executive floor and front lines.
Solution: Our study assesses the differences and perceptions
of all levels of the corporate innovation pyramid.
@Wikibrands

#3 Problem: Innovation is like the word “love”, there
are so many connotations and definitions for it.
Solution:The first question in our study & interviews is asking how
the experts and practitioners define “innovation” in their world.
#CorporateInnovation #BusinessModels

#4 Problem: The people who practice innovation often have
different viewpoints than those who need to commercialize it.
Solution: Our study teases out key differences between the
forces for innovation and the forces for commercialization.
Twitter: @Wikibrands

#5 Problem: Companies have a wide variety of reasons
why they invest in innovation, some not always rational.
Solution: Our study profiles and understands the prevalence & impact
of the top 20 reasons why companies commit to innovation efforts.
Instagram: @WikibrandsFT

#6 Problem: The value of corporate innovation has come under
scrutiny as high profile initiatives fail, companies get disrupted.
Solution: Our study asks the corporate innovators to define the value of
innovation in their own words.

#7 Problem: Corporate Innovation has different
approaches, angles and customs throughout the world.
Solution: Our study widens the scope by looking at
six continents of global innovators’ opinions.

TELL US HOW YOU DEFINE
“INNOVATION”

II. IDENTIFY CURRENT INDUSTRY BARRIERS & CONTRIBUTORS
VISIT WWW.WIKI-BRANDS.COM/INNOVATIONPLAYBOOK
Current Practices

#8 Problem:There isn’t widespread agreement on how well the
industry is performing corporate innovation, however, executive boards
rank it #17 out of 23 company activities.
Solution: Our study puts a mirror up to innovation stakeholders
asking them how well they ply their trade.
#CorporateInnovation #Barriers #Contributors

#9 Problem: Success in innovation is all relative.
Solution: Our study asks innovation professionals how their company’s progress
measures up against their history, their industry and world benchmarks.

#10 Problem: Some companies are designed to fail in innovation
from the outset based on history, leadership, culture or practice.
Solution: Our study determines what percentage of companies have
the six pre-conditions for innovation in-place.
@SeanMofﬁtt @Andrea_Kates @BarterPaul

#11 Problem: Companies usually have a dominant
philosophy and primary innovation decision-making criteria.
Solution: Our study understands the success rate and differences
between companies of eight different innovation “north star” mandates.

#12 Problem: Successful corporate innovation has
many nuances.
Solution: Our study’s authors are keen observers and actively listen to
pearls of wisdom from some of the world’s best that we’ve interviewed.

#13 Problem: Culture can overwhelm vision, strategy,
innovation practice and change mgmt. processes for breakfast.
Solution: Our study susses out the health and types of company
cultures that embrace the innovation imperative.
CULTURE
MISSION VISION STRATEGY
@RahulWRaj @Hjortur @Shazzmack

#14 Problem: Different corporate functional groups and
outside support resources have different impacts on innovation.
Solution: Our study ranks the performance levels of the key 8 functional
players that play roles as innovation stakeholders and leaders.

#15 Problem: Innovation curiosity is provoked by many
individual, organizational and environmental influences.
Solution: Our study determines what innovation areas the key
players, thought leaders and stakeholders are interested in the most.
@Doverd4s @Rigoler @RolandHarwood

#16 Problem:Funding innovation has become a blood sport for
companies; parcelling out how much is right and what’s the best way to evaluate.
Solution: Our study asks the question what innovation funding
model does each company use and how well that system works.

#17 Problem: Operating in the innovation sphere is a
much tougher challenge than even a few years ago.
Solution: Our study looks at the biggest external
headwind challenges confronting innovation today.

#18 Problem:Sometimes innovation’s biggest enemy are forces
at work inside your company resisting and sabotaging innovation.
Solution: Our study understands which among our shortlist of
14 barriers exists as the biggest internal hurdle to overcome.

#19 Problem: Innovation isn’t formulaic, sometimes great
successes start from strange places.
Solution: Our study is curious about the novel, interesting and
creative sparks practiced inside the most innovative companies.

CHIMe IN ON KEY “INNOVATION”
BARRIERS & CONTRIBUTORS

III. DIAGNOSING Innovation
LEADERSHIP, AMBITIONS & ROUTES TO MARKET
Current Practices

#20 Problem: Functional alignment, fit & proximity to the CEO
can all have a big effect on innovation success.
Solution: Our study cross filters the success rate of innovation based
on seniorioty and functional leadership.
#CorporateInnovation #Leadership

#21 Problem: The organizational structure of innovation
leadership is quite different from company to company.
Solution: Our study looks at the incidence and success of 8 different
types of innovation organizational structures.

#22 Problem: Traits of leadership can have a big effect on integrating and
commercializing innovation, as frequently success is interrelated with others.
Solution: Our study looks deeply at the individual leadership
success factors suitable for innovation.

#23 Problem: There are no Academy Awards or Nobel Prizes
for Innovation.
Solution: We’ve ask the industry themselves to rate the best
innovation companies inside and outside their own industries.
#CorporateInnovation #GoldStandards

#24 Problem: Innovation sometimes can be a catch-all term
to define innovation singles, doubles and home runs.
Solution: Our study assesses the weight of effort applied against
incremental, adjacent and breakthrough innovation.
#CorporateInnovationPlaybook #Horizons

#25 Problem: Innovation can cut across different
configurations, offerings, experiences or technologies.
Solution: Our study assesses the weight of effort applied against 12
distinct categories of applied innovation.
Linkedin: WIkibrands

#26 Problem: Agility has become increasingly important in
innovation as business models and technology shift windows shorten.
Solution: Our study looks at speed as an important dynamic and
attempts to understand how fast is too fast or not fast enough.
#CorporateInnovationPlaybook #Speed

#27 Problem: Every right-minded executive says they want
innovation, but how much risk are they really taking for the reward?
Solution: Our study assesses the risk calculus innovation leaders are
incorporating into their practices.
#CorporateInnovationPlaybook #Risk

Solution: Our study assesses the weight of effort against new
market/audience development vs. new product/service development.
#CorporateInnovationPlaybook #ProductMarketFit
#28 Problem:Establishing the right product-market fit can be very
important, but do companies skew their innovation efforts one way or the other?

#29 Problem: Different innovation schools of thought and
operating practices promote a skewed focus on the problem or solution.
Solution: Our study assesses the weight of effort applied against tackling
big problems/challenges vs. capitalizing on big solutions/opportunities.
#CorprateInnovationPlaybook #ProblemSolution
PROBLEM SOLUTION

#30 Problem: There are no defined rules on the best
type of innovation leadership experience.
Solution: Our study discovers patterns on how companies appoint their
innovation leaders based on deep domain expertise vs. general business acumen.
#CorporateInnovationPlaybook #Deep vs. #Broad
BROAD
DEEP

#31 Problem:The corporate innovation world is populated
with many leading theories on the best approaches.
Solution: Our study asks which innovation “schools” of thought are most
practiced and endorsed, particularly those among the 14 on our short list.
#CorporateInnovationPlaybook #InnovationSchools

#32 Problem: The corporate innovation world has many different routes
to innovation & market; which is preferred remains a subject of dissension.
Solution: Our study asks which among the 16 different innovation paths
are best (and in what circumstances).
#CorporateInnovationPlaybook #RoutestoInnovation

WHAT GUIDES YOUR
“INNOVATION”?

IV. FORECASTING BUSINESS MODELS & TECHNOLOGIES
Future Foresights

#33-36 Problem:There is an exciting array of business models that have
been added to the traditional set, but which is the best to consider for the future?
Solution: Our study asks the innovation experts their relative
confidence in the 32 different business models of the future.
#CorporateInnovationPlaybook #32BusinessModels

#37-38 Problem:There is an emerging set of technologies and digital
enablers that will power the next 5 years, but what are the best tech horses to bet on ?
Solution: Our study looks at where the innovation experts forecast their top
technology investments and their most interesting applications.
#CorporateInnovationPlaybook #Emerging30

WHAT will power YOUR
“INNOVATION” FUTURE?

V. COMPILING WISH LISTS, GOLD STANDARDS, THREATS &
COMPARISONS TO STARTUPS
Future Foresights

#39 Problem:The past is no longer a sure predictor of the future; scenario
planning, imagining futures and a degree of hope all play roles now.
Solution: Our study asks the thought leaders and experts their “magic
wand” aspirations for where innovation is headed over the next 5 years.

#40 Problem: There are so many influences on
corporate innovation, who do people really listen to?
Solution: Our study asks the community who are the best innovation
experts they read, listen or watch (and who to ensure we include in our study).
#CorporateInnovationPlaybook #TheExperts

#41 Problem: There are many traditional and new media
dedicated to corporate innovation, what sources are best?
Solution: Our study asks the community what innovation books,
websites, blogs and other forms of inspiration they consume.
#CorporateInnovationPlaybook #TheInﬂuencers

#42 Problem: Threats can come from anywhere in
this fast moving, anything-is-possible age…
Solution: Our study asks the corporate innovation leaders where the most
likely threats to their core business will come from over the next five years.
#CorporateInnovationPlaybook #Threats

#43 Problem: Disruptive startups have been
messing with corporate success for the last decade.
Solution: Our study asks the corporate innovation pros what one thing they would
steal from startups and plant in their own corporate cultures and/or practices.
#CorporateInnovationPlaybook #Advantage #Startups

#44 Problem: Corporate companies have a number of
unfair, perhaps unleveraged, advantages that startups envy.
Solution: Our study asks the corporate innovation heavyweights what advantage of
size and scale is not being used well enough to innovate and defend against startups.
#CorporateInnovationPlaybook #Advantage #Corporate

#45 Problem: Success in innovation is now much more
reliant on networks, communities and partnerships.
Solution: Our study asks the corporate innovators what is the top reason to partner/acquire
another firm in the future and what type of institution would be their preferred innovation partner.
#CorporateInnovationPlaybook #Partners

WHAT’S ON YOUR “INNOVATION”
WISH LIST?

VI. PROGNOSTICATING KEY HEADLINES & DEBATES
Future Foresights

#46 Problem:The world has changed so fast already, people need to be
making big investments on where developing innovation is headed.
Solution: Our study asks the thought leaders and futurists
where the discipline of corporate innovation is headed next.
#CorporateInnovationPlaybook #TheFuture

#47 Problem:The sources of corporate innovation failure and
resistance can be upstream, mid-stream or downstream.
Solution: Our study asks the thought leaders where they are
spending the most time to shore up gaps in the future.
#CorporateInnovationPlaybook #MindTheGaps

#48 Problem:What makes a good innovation leader
today may not make a good one tomorrow.
Solution: Our study asks the practitioners to consider what innovation
traits they will need to have more abundantly in the future.
#CorporateInnovationPlaybook #Leadership

#49 Problem:Innovation arouses the passions of its practitioner
set, as it involves guessing about an undetermined future.
Solution: Our study asks the thought leaders what the big corporate
innovation debates will revolve around over the next five years.
#CorporateInnovationPlaybook #BigDebates

#50 Problem:Corporate innovation struggles with how open
networks, systems, business models and networks should be.
Solution: Our study asks the thought leaders where the trend to open
or closed innovation moves to in the next five years.
#CorporateInnovationPlaybook #Open or #Closed

#51 Problem:Of all types of entities, corporate innovation needs
to most decide whether their innovation focus will be global or local.
Solution: Our study asks the thought leaders where the trend to a global,
centralized or local, decentralized focus moves to over the next five years.
#CorporateInnovationPlaybook #Global or #Local

#52 Problem:Corporate Innovation plays with two dimensions -
advanced data & analysis and advanced intuition & creativity.
Solution: Our study asks the thought leaders where the trend to left
brain vs. right brain innovation lands on over the next five years.
#CorporateInnovationPlaybook #Data or #Intuition

WHAT’S are we talking about
in 2022 “INNOVATION-WISE”?

WIKIBRANDS
TAKE THE HOLY GRAIL OF INNOVATION SURVEYS
Our Study Hub:
Current Practices & Beliefs:
https://www.surveymonkey.com/r/innovationplaybooka
Future Foresights & Business Models:
https://www.surveymonkey.com/r/innovationplaybooka

The CORPORATE INNOVATION PlayBOOK
STUDY AUTHORS - 220+ YEARS OF HARD-WON INNOVATION EXPERIENCE
Sean Mofﬁtt
Managing Director,Wikibrands
Andrea Kates
Managing Partner, ISCALE
Paul Barter
Managing Partner, Paul Barter & Associates
Sharon McIntyre
Co-founder, New Cottage Industries & Co.
Rahul Raj
Founder & CMO, 5&Vine
Mary Graham
Principal, Catalyst3
Hjörtur Smárason
Founder, Scope Communications
Monique Blough
Director,J5 Design
Mike Dover
Managing Partner, Socialstruct
Roland Harwood
Founder & Director, Liminal ,

The CORPORATE INNOVATION PlayBOOK
SUPPORTING PARTNERS - TOGETHER WE ARE BETTER

WIKIBRANDSFUTUREPROOFING & TRANSFORMATION
www.wiki-brands.com
www.i-scale.io
www.paulbarter.com
www.5andvine.com
www.catalyst3.ca
www.newcottageindustries.com
http://scopecommunications.dk
www.jﬁve.com
https://www.weareliminal.co

FIVE LEVELS OF WIKIBRAND ENGAGEMENTS…
KICKSTARTERS
(1/2 Day)
WORKSHOPS
(1-3 DAYS)
DEEP DIVES
(1-4 WEEKS)
PARTNERED
(1-9 MONTHS)
Expert-sourced
(3 MONTHS - 2 YEARS)
Keynote
Presentations
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WORKSHOPS
training
programs
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audiTs/REPORTS
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leadership
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camps
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offsites
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roundtables
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research
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engagements
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briefings
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bootcamps
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LabS
initiative
consulting
digital
accelerator

Our website hub:
www.wiki-brands.com
Other Connections:
@wikibrands
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Wikibrands - The ON-DEMAND Futureproofing & Transformation Experts
www.wiki-brands.com

The Corporate Innovation Playbook

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