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Driving Innovation from Within

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What, in your experience, are the biggest barriers to driving an innovation from within?

This is the question Dr. Kaihan Krippendorff asked 150 “internal innovators”—employees leading innovation efforts within their organizations— over the course of three years while conducting research for his book, Driving Innovation from Within: A Guide for Internal Entrepreneurs. He took their responses and then interviewed innovation experts such as Bharat Anand (Harvard), Steve Blank (Silicon Valley), George Day (Wharton), John Hagel (Deloitte’s Center for the Edge and Singularity University), Gary Hamel (London Business School), Roger Martin (Rotman School of Management, University of Toronto), and Rita McGrath (Columbia) to capture their points of view.

His discovery: there are seven common barriers to innovation:

1. Intent: Many would-be internal innovators have simply given up trying; they have abandoned the intent to find and pursue new innovations.

2. Need: Most employees do not understand what kinds of innovations their organizations need (e.g., less than 55% of middle managers can name even two of their company’s top strategic priorities), so for ideas, they look in the wrong places and then propose ideas of little strategic value.

3. Options: Would-be internal innovators often grow frustrated because they become fixated too early on a few, or even worse just one, innovative idea, instead of continually generating a flow of new ideas and managing them like a portfolio of options.

4. Value blockers: It is commonly accepted that innovative ideas are inconsistent with, and therefore disruptive to, a company’s current business model. This established model creates erect value blockers that prevent an appropriate new business model from forming around the new idea.

5. Act: Established organizations tend to ask one to prove an idea will work before giving permission to take action. Yet most new ideas are better suited to the opposite approach: taking action in order to prove the idea. This puts would-be internal innovators in a catch-22: they cannot prove their idea will work so they cannot take action.

6. Team: Scaling new ideas often requires one to pull together a cross-silo team that runs at a rapid pace and is geared toward learning rather than delivering results. Corporations are geared for the opposite: they are siloed, act slowly, and value results (over learning).

7. Environment: Getting support for new ideas is politically complicated because the leadership behavior, types of talent, organizational structures, and cultural norms that help established organizations sustain their core operations also tend to hinder internal innovativeness. Would-be internal innovators struggle to find “islands of freedom” from which they can access the talent, structures, cultural norms, and leadership support that support attempts at innovation.

"Successful innovators understand that, while any one of the seven barriers can crop up at any time, there is usually a natural flow to the sequence of events, a sequence that outlines a pathway of innovation," says Krippendorff. “Their ability to recognize and control that sequence, to the greatest extent possible, plays a big role in their ultimate success. I also realized that if we turn those seven barriers around and look at the obverse, we see solutions.”

To that point, Krippendorff outlines seven steps to building an innovation team, each of which we have begun presenting in greater detail here on

1. Remove organizational friction: Walk through the five points of organization friction (resources, rewards/expectations, risk-taking, senior leadership support, and organizational freedom), and identify what you must do to address, or at least anticipate, each one.

2. Assemble a cross-functional team: Pull together a team of between five and ten people with the right mix of functional backgrounds, who are learners (high educational level) and unrestrained by accepted dogmas (low tenure). [see “Start Building an Innovation Team”]

3. Align around an important goal: Complete a V2MOM to align the team passionately behind a compelling shared vision, with an understanding of what specifically qualifies as winning and what obstacles you will face. [This acronym stands for: Vision, Value, Metrics, Obstacles and Measures—for a deeper dive, see “Build Team Commitment to a Goal”]

4. Use metrics and data to track the most important thing(s): Decide which leading metrics your team should focus on.

5. Build a scoreboard everyone can see: Decide on a display for your team and individual metrics.

6. Establish a rapid rhythm: Agree on the frequency with which you will review your team’s progress, and set an agenda for that meeting.

7. Generate positive velocity: Celebrate early wins; allow people to strive beyond what is easy by allowing for failure.

Whether you’re an executive, project manager or team member, these are great, actionable steps to support innovation efforts in your organization. And there’s also a great piece of advice to remember for each step of your innovation journey—from Gary Pisano, senior associate dean of faculty development at Harvard Business School and author of Creative Construction: The DNA of Sustained Innovation:

The all-or-nothing approach to solving problems makes for great theater. It does not, however, bear much resemblance to how actual big problems are solved in society, business, or science. Big problems typically get tackled through a series of small solutions, each of which on its own may not seem particularly important, but that together can have a huge impact.

“We need to be thinking about a big set of ‘small’ solutions rather just a small set of ‘big’ solutions.”

Posted on: May 18, 2020 03:37 PM | Permalink

Comments (15)

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Thanks for sharing., very interesting.

thanks Aaron

This is fantastic and it really hits the nail right on its head.

Some points to share in this topic:
(1) When I was leading an innovation team many years back, we don't have problem with generating ideas but the bottleneck was due to lack of resource to take action on the ideas. The solution is to hire interns from various background.
(2) At present, the culture of continuous improvement has inculcated employees to submit ideas. And again the constraint is lack or resources to get them implemented. To implement you need to do POC. Once again, hiring interns will help. However, to get something out of nothing it is almost unrealistic because we have to invest some time to bring the interns up to speed unless you get a well balanced intern.

Well written, it needed to be said as we need a constant reminder of how innovation can be incubated and removal of barriers.

This is a very useful article with good insights. I wonder where cost fits into the seven barriers?

@James: Regarding where cost fits in, from part one of our ongoing series:
"For your idea to take hold, you need to ensure you will have the necessary resources. You will need both cash and time. But only 11 percent of managers surveyed by Wharton professor George Day said that their company’s strategy priorities have the resource they need for success. The cash challenge for internal innovators means not only getting the budget you need but establishing the internal political support to ensure that support will continue. Future funding may dry up if your primary advocates change roles, unreasonably high expectations for your innovation are not met, or the exciting “newness” of your endeavor dims."

Thanks for sharing, always the problem is the approval of the project and when you have it, tje problem become to achieve the goal. Sometimes you reach it but you don't bring the adequate metrics, after that project it turns difficult to aprove other one. That happened to me in past, now I take completely care in metrics

Muchas gracias por compartir el artículo Aaron.
Sin duda los innovadores internos de una empresa, logran con pequeñas soluciones permanentes, grandes cambios a mediano y largo plazo.

The biggest barrier to innovation is all the daily work that needs to be done.

During my almost 15 years working with teams, I heard thousand of times, “we are too busy to innovate”, “we are too busy to improve”…

The reality is, innovation is hard – it takes time. Getting innovations to market can take years of investing, researching, and trying to get the innovation to work.

Innovation also requires discipline and focus.
Building an innovation team is a good start.

Thank you for sharing this tips, Aaron.

I'd emphasize focusing on barriers #2 and #1: Need and Intent. What is the strategic move that demands innovation? (see Simon Wardley Maps for further info)
How much your business is willing to pursue innovation at the expense of filling known gaps? (Strategic Portfolio Management)
Thanks for this excellent article. Saved to my Evernote!

Great article! Very useful information, thank you!

This is great! Thank you!

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