Innovating in large companies has always been difficult. Senior leaders flock to innovation, but they have to meet their quarterly goals in established business operations. So how can large companies that get their resources from existing and established lines of business, with a proven profitability rate, find the resources to nurture innovation internally and pursue it with the same consistency and rigor? For a…
Why are pivoting and failing fast a failed innovation strategy ? This is a question I touched upon during my last discussion with Tony Ulwick.
How many companies are able to secure a 5% growth rates for 10 consecutive years? This is a question that Tony and I discussed when I met with him in my last trip in the Silicon Valley.
Selling innovation consulting means being able to understand how clients think. And considering that people think in different ways, understanding how clients think means understanding how different thought patterns operate. Last week, I talked idea association, deduction and induction thinking. This week, I’ll touch upon intuitive thinking, action and feeling thinking.
The innovation listener needs to listen to the facts and needs to be sensitive to feelings. But, understanding how client make a decisions also means being sensitive to how his client thinks. That’s critical to know how to sell innovation consulting.
Selling innovation consulting means listening. But, as corporate meetings can be very dense and long, what should the innovation consultant listen to in greater detail?
Clients buy innovation consulting when their careers are at risk. The innovation consultant needs to listen in order to collect as much information related to his client’s career dynamics. Here’s more how to sell innovation consulting?
« Why do large companies fail to innovate? » This a question I addressed in an interview with BFM, a French-speaking Business radio show. I was invited on L’Atelier Numérique, a show dedicated to innovation. More here.
While many believe that selling innovation consulting requires promoting one’s expertise, the truth is that expertise alone isn’t enough to close a deal. Understanding how clients make decisions is, in my opinion, the most important skill any successful sales executive has to develop.
L’innovation demeure un exercice périlleux pour les grandes entreprises parce qu’elles ont recours à des méthodes d’innovation défaillantes. Néanmoins, les « tâches à accomplir » permet de répondre à cette difficulté.