The Leadership of a multinational identified a promising growth area and appointed one of their ‘high potentials’ to lead the innovation initiative. This guy, an enthusiastic and entrepreneurial manager takes the task seriously: he creates a team, develops a longer term project vision and starts to develop the innovation. Unfortunately, the initiative does not get the full support from the adjacent organization, and this misalignment drains energy from the team and its leader.
Ideas-en-Route was asked as ‘sparring partner’ for the innovation leader. Together, we identified ‘common ground’ between the innovation initiative and the running organization. This insight enabled the innovation leader to ‘land’ his initiative with his bosses and his colleagues, an in turn, the organizational ‘buy-in’ made the project leader much more effective in rolling out his initiative.