In a recent McKinsey Insights, The discussion turns to "Organizing for Breakthroughs" and clear steps that can create successes in a field that is beset with a very long term window:
- everyone is aware of the products and technologies from the secretary to the scientist
- global heads cause "preferences" but diagnostics reports to X and pharma to Y
- champions determine success: global development or the head of product strategy
- pursue, pursue, pursue. at your own risk
- keep it in the family becuase "giving...a few shares..delivers the worst of both worlds"
- innovation hubs don't help solve specific problems, go where the challenges are
- de"risk" to help late stage efforts make it rather than axing them
- "10 percent more innovation [is better] than 10 percent more efficiency"
- thinking in 30yr cycles means 10-15yr goal windows and 3-5yr focus areas
With these fully valid windows for long term and difficult problems to solve, the outcome is never gauranteed. With shorter windows, we see a better possibility in the hearding cats model of Organizational linkages for new product development: Implementation of innovation projects and specific mechanisms to build cross functional
