HRB Innovation: Post #2--Stop the Innovation Wars

Stop the Innovation Wars by Vijay Govindarajan and Chris Trimble (originally published in 2010). Innovation teams separated from the company core sounds like a good idea to reduce friction, but these researchers have found a better way: Establish a mutually respectful partnership between the dedicated innovative team (pick the best people you can find—inside and outside the company) and the corporate performance engine—ongoing corporate operations that keep the lights on. This partnership must be managed by a deft leader who can keep both teams in balance and manage the natural conflicts that emerge. The performance team needs the innovative team—and vice versa—to both stay relevant to customers and stay afloat financially.