{"id":88886,"date":"2026-01-28T14:41:29","date_gmt":"2026-01-28T13:41:29","guid":{"rendered":"http:\/\/www.acceptmission.com\/?page_id=88886"},"modified":"2026-04-20T16:49:27","modified_gmt":"2026-04-20T14:49:27","slug":"innovation-management-playbook","status":"publish","type":"page","link":"https:\/\/www.acceptmission.com\/fr\/learn\/innovation-management-playbook\/","title":{"rendered":"Manuel de gestion de l'innovation (DOC)"},"content":{"rendered":"<div class=\"fusion-fullwidth fullwidth-box fusion-builder-row-1 fusion-flex-container has-pattern-background has-mask-background nonhundred-percent-fullwidth non-hundred-percent-height-scrolling\" style=\"--awb-border-radius-top-left:0px;--awb-border-radius-top-right:0px;--awb-border-radius-bottom-right:0px;--awb-border-radius-bottom-left:0px;--awb-flex-wrap:wrap;\" ><div class=\"fusion-builder-row fusion-row fusion-flex-align-items-flex-start fusion-flex-content-wrap\" style=\"max-width:1248px;margin-left: calc(-4% \/ 2 );margin-right: calc(-4% \/ 2 );\"><div class=\"fusion-layout-column fusion_builder_column fusion-builder-column-0 fusion_builder_column_1_1 1_1 fusion-flex-column\" style=\"--awb-bg-size:cover;--awb-width-large:100%;--awb-margin-top-large:10px;--awb-spacing-right-large:1.92%;--awb-margin-bottom-large:10px;--awb-spacing-left-large:1.92%;--awb-width-medium:100%;--awb-order-medium:0;--awb-spacing-right-medium:1.92%;--awb-spacing-left-medium:1.92%;--awb-width-small:100%;--awb-order-small:0;--awb-spacing-right-small:1.92%;--awb-spacing-left-small:1.92%;\"><div class=\"fusion-column-wrapper fusion-column-has-shadow fusion-flex-justify-content-flex-start fusion-content-layout-column\">\t\t<div class=\"am-document-root\" data-am-document-root=\"true\" data-am-document-slug=\"innovation-management-playbook\" data-am-document-title=\"Innovation Management Playbook\" data-am-progress-endpoint=\"https:\/\/www.acceptmission.com\/fr\/wp-json\/am-document-renderer\/v1\/reading-progress\" data-am-event-endpoint=\"https:\/\/www.acceptmission.com\/fr\/wp-json\/am-document-renderer\/v1\/reading-event\" data-am-style-url=\"https:\/\/www.acceptmission.com\/wp-content\/plugins\/am-doc-presentation\/assets\/css\/am-document-renderer-0.4.13.css?ver=0.4.13.3b16667add2b\" data-am-theme-preference=\"system\" data-am-theme-active=\"light\" style=\"--am-color-accent:#4F9CF5;--am-color-signal:#F49A61;--am-color-surface-strong:#252D47;--am-color-surface-strong-text:#FFFFFF;--am-color-panel-alt:#F3EEFF;--am-color-warm:#F3EEFF;--am-color-example-surface:#F3EEFF;--am-color-example-border:rgba(138, 131, 199, 0.240);--am-color-border:rgba(37, 45, 71, 0.160);--am-color-progress-track:rgba(37, 45, 71, 0.080);--am-color-shadow:0 18px 40px rgba(37, 45, 71, 0.100);--am-color-overlay:radial-gradient(circle at top, rgba(79, 156, 245, 0.160), transparent 42%), linear-gradient(135deg, #F7F9FF 0%, rgba(79, 156, 245, 0.100) 42%, rgba(138, 131, 199, 0.160) 100%);--am-color-brand-secondary:#8A83C7;--am-color-brand-success:#65D37A;--am-color-brand-soft:#D9B8FF\">\n\t\t\t<div class=\"am-document-shell\">\n\t\t\t<div class=\"am-document-layout mx-auto grid max-w-[1500px] gap-8 px-4 py-10 lg:grid-cols-[280px_minmax(0,1fr)] lg:px-8\">\n\t\t\t\t<aside class=\"am-document-sidebar-rail self-start space-y-6 lg:sticky lg:top-8 lg:h-fit\">\n\t\t\t\t\t<div class=\"am-document-sidebar-card am-document-sidebar-card--chapters rounded-[2rem] p-6 backdrop-blur\">\n\t\t\t\t\t\t<div class=\"flex items-center justify-between gap-3\">\n\t\t\t\t\t\t\t<p class=\"text-xs font-semibold uppercase tracking-[0.22em] text-signal\">Chapters<\/p>\n\t\t\t\t\t\t\t<button class=\"am-document-nav-toggle am-document-theme-button rounded-full px-4 py-2 text-xs font-semibold uppercase tracking-[0.14em] lg:hidden\" type=\"button\" aria-expanded=\"false\">\n\t\t\t\t\t\t\t\tToggle\t\t\t\t\t\t\t<\/button>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t<div class=\"mt-4\">\n\t\t\t\t\t\t\t<div class=\"am-document-progress-panel rounded-[1.5rem] px-4 py-4\">\n\t\t\t\t\t\t\t\t<div class=\"flex items-center justify-between gap-3\">\n\t\t\t\t\t\t\t\t\t<p class=\"am-document-muted text-xs font-semibold uppercase tracking-[0.18em]\">Reading progress<\/p>\n\t\t\t\t\t\t\t\t\t<p class=\"am-document-progress-value text-sm font-semibold\">0%<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<div class=\"am-document-progress-track mt-3 h-2 overflow-hidden rounded-full\">\n\t\t\t\t\t\t\t\t\t<div class=\"am-document-progress-bar h-full rounded-full\" style=\"width:0%\"><\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t<div class=\"mt-4\">\n\t\t\t\t\t\t\t<p class=\"text-xs font-semibold uppercase tracking-[0.18em] text-signal\">Reading mode<\/p>\n\t\t\t\t\t\t\t<div class=\"mt-3\">\n\t\t\t\t\t\t\t\t<label class=\"sr-only\" for=\"am-document-theme-select\">Reading mode<\/label>\n\t\t\t\t\t\t\t\t<select id=\"am-document-theme-select\" class=\"am-document-theme-select w-full rounded-full px-4 py-3 text-sm font-semibold\" data-am-theme-select=\"true\" title=\"Choose how this document should be displayed\">\n\t\t\t\t\t\t\t\t\t<option value=\"system\" selected=\"selected\">System<\/option>\n\t\t\t\t\t\t\t\t\t<option value=\"light\">Light<\/option>\n\t\t\t\t\t\t\t\t\t<option value=\"dark\">Dark<\/option>\n\t\t\t\t\t\t\t\t\t<option value=\"comfort\">Comfort<\/option>\n\t\t\t\t\t\t\t\t<\/select>\n\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t<div class=\"mt-4\">\n\t\t\t\t\t\t\t<label class=\"sr-only\" for=\"am-document-search-input\">Search document<\/label>\n\t\t\t\t\t\t\t<input id=\"am-document-search-input\" class=\"am-document-input am-document-search-input w-full rounded-full px-4 py-3 text-sm\" type=\"search\" placeholder=\"Search this document\" \/>\n\t\t\t\t\t\t\t<p class=\"am-document-search-status am-document-muted mt-2 text-xs uppercase tracking-[0.14em]\" aria-live=\"polite\"><\/p>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t<nav class=\"am-document-nav-scroll mt-4\">\n\t\t\t\t\t\t\t<ul class=\"am-document-nav-list space-y-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-group\" data-am-chapter-nav-group=\"foreword\">\n\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-main-link am-document-sidebar-link text-sm transition\" href=\"#foreword\">\n\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-index mr-2 font-semibold text-signal\">1.<\/span>\n\t\t\t\t\t\t\t\t\t\t\t<span>Foreword<\/span>\n\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-group\" data-am-chapter-nav-group=\"introduction\">\n\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-main-link am-document-sidebar-link text-sm transition\" href=\"#introduction\">\n\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-index mr-2 font-semibold text-signal\">2.<\/span>\n\t\t\t\t\t\t\t\t\t\t\t<span>Introduction<\/span>\n\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ol class=\"am-document-nav-sublist mt-3 space-y-2 border-l border-slate-200 pl-4\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#introduction-block-1\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">2.1<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Why this playbook exists<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#introduction-block-5\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">2.2<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>What this playbook is and is not<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#introduction-block-10\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">2.3<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Who this playbook is for<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#introduction-block-15\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">2.4<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>How to read and use this playbook<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#introduction-block-19\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">2.5<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>The role of structure in innovation<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#introduction-block-23\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">2.6<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Relationship to the innovation management framework and platform<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#introduction-block-26\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">2.7<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>What success looks like<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#introduction-block-30\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">2.8<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Innovationlands example<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/ol>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-group\" data-am-chapter-nav-group=\"chapter-1-innovation-management-in-context\">\n\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-main-link am-document-sidebar-link text-sm transition\" href=\"#chapter-1-innovation-management-in-context\">\n\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-index mr-2 font-semibold text-signal\">3.<\/span>\n\t\t\t\t\t\t\t\t\t\t\t<span>Chapter 1. Innovation management in context<\/span>\n\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ol class=\"am-document-nav-sublist mt-3 space-y-2 border-l border-slate-200 pl-4\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-1-innovation-management-in-context-block-1\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">3.1<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Purpose<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-1-innovation-management-in-context-block-4\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">3.2<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Innovation as managed change<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-1-innovation-management-in-context-block-8\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">3.3<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Run, change, and innovation<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-1-innovation-management-in-context-block-14\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">3.4<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Why idea volume is not the problem<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-1-innovation-management-in-context-block-18\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">3.5<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Innovation as a decision system<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-1-innovation-management-in-context-block-22\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">3.6<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Flow over activity<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-1-innovation-management-in-context-block-26\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">3.7<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Implications for innovation managers<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-1-innovation-management-in-context-block-30\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">3.8<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Outputs of this chapter<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-1-innovation-management-in-context-block-34\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">3.9<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Referenced artifacts<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-1-innovation-management-in-context-block-37\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">3.10<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Innovationlands example<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/ol>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-group\" data-am-chapter-nav-group=\"chapter-2-define-the-innovation-intent\">\n\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-main-link am-document-sidebar-link text-sm transition\" href=\"#chapter-2-define-the-innovation-intent\">\n\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-index mr-2 font-semibold text-signal\">4.<\/span>\n\t\t\t\t\t\t\t\t\t\t\t<span>Chapter 2. Define the innovation intent<\/span>\n\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ol class=\"am-document-nav-sublist mt-3 space-y-2 border-l border-slate-200 pl-4\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-2-define-the-innovation-intent-block-1\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">4.1<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Purpose<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-2-define-the-innovation-intent-block-4\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">4.2<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Why innovation intent must come first<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-2-define-the-innovation-intent-block-8\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">4.3<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>What innovation intent is and what it is not<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-2-define-the-innovation-intent-block-12\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">4.4<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>The three questions that define innovation intent<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-2-define-the-innovation-intent-block-17\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">4.5<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>From intent to strategic focus areas<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-2-define-the-innovation-intent-block-21\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">4.6<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Common failure patterns<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-2-define-the-innovation-intent-block-25\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">4.7<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Outputs of this chapter<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-2-define-the-innovation-intent-block-28\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">4.8<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Referenced artifacts<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-2-define-the-innovation-intent-block-31\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">4.9<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Innovationlands example<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/ol>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-group\" data-am-chapter-nav-group=\"chapter-3-set-ownership-and-governance\">\n\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-main-link am-document-sidebar-link text-sm transition\" href=\"#chapter-3-set-ownership-and-governance\">\n\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-index mr-2 font-semibold text-signal\">5.<\/span>\n\t\t\t\t\t\t\t\t\t\t\t<span>Chapter 3. Set ownership and governance<\/span>\n\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ol class=\"am-document-nav-sublist mt-3 space-y-2 border-l border-slate-200 pl-4\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-3-set-ownership-and-governance-block-1\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">5.1<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Purpose<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-3-set-ownership-and-governance-block-4\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">5.2<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Why governance is the real bottleneck<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-3-set-ownership-and-governance-block-8\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">5.3<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Core governance principles for innovation<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-3-set-ownership-and-governance-block-14\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">5.4<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Defining innovation roles<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-3-set-ownership-and-governance-block-21\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">5.5<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Decision rights and escalation<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-3-set-ownership-and-governance-block-25\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">5.6<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Decision cadence and forums<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-3-set-ownership-and-governance-block-29\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">5.7<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Common governance failure patterns<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-3-set-ownership-and-governance-block-33\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">5.8<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Outputs of this chapter<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-3-set-ownership-and-governance-block-37\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">5.9<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Referenced artifacts<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-3-set-ownership-and-governance-block-40\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">5.10<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Innovationlands example<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/ol>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-group\" data-am-chapter-nav-group=\"chapter-4-design-the-innovation-workflow\">\n\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-main-link am-document-sidebar-link text-sm transition\" href=\"#chapter-4-design-the-innovation-workflow\">\n\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-index mr-2 font-semibold text-signal\">6.<\/span>\n\t\t\t\t\t\t\t\t\t\t\t<span>Chapter 4. Design the innovation workflow<\/span>\n\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ol class=\"am-document-nav-sublist mt-3 space-y-2 border-l border-slate-200 pl-4\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-4-design-the-innovation-workflow-block-1\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">6.1<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Purpose<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-4-design-the-innovation-workflow-block-4\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">6.2<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Why a single workflow matters<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-4-design-the-innovation-workflow-block-8\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">6.3<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Innovation as progressive clarification<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-4-design-the-innovation-workflow-block-12\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">6.4<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Defining stages and decision gates<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-4-design-the-innovation-workflow-block-16\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">6.5<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>What good stage definitions look like<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-4-design-the-innovation-workflow-block-20\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">6.6<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Avoiding common workflow traps<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-4-design-the-innovation-workflow-block-24\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">6.7<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Outputs of this chapter<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-4-design-the-innovation-workflow-block-28\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">6.8<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Referenced artifacts<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-4-design-the-innovation-workflow-block-31\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">6.9<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Innovationlands example<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/ol>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-group\" data-am-chapter-nav-group=\"chapter-5-define-scoring-and-prioritization-logic\">\n\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-main-link am-document-sidebar-link text-sm transition\" href=\"#chapter-5-define-scoring-and-prioritization-logic\">\n\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-index mr-2 font-semibold text-signal\">7.<\/span>\n\t\t\t\t\t\t\t\t\t\t\t<span>Chapter 5. Define scoring and prioritization logic<\/span>\n\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ol class=\"am-document-nav-sublist mt-3 space-y-2 border-l border-slate-200 pl-4\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-5-define-scoring-and-prioritization-logic-block-1\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">7.1<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Purpose<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-5-define-scoring-and-prioritization-logic-block-4\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">7.2<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Why scoring exists in innovation<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-5-define-scoring-and-prioritization-logic-block-8\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">7.3<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Progressive scoring instead of one time evaluation<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-5-define-scoring-and-prioritization-logic-block-12\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">7.4<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>The innovation sweet spot<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-5-define-scoring-and-prioritization-logic-block-16\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">7.5<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Scoring as a conversation tool<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-5-define-scoring-and-prioritization-logic-block-20\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">7.6<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Avoiding false precision<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-5-define-scoring-and-prioritization-logic-block-24\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">7.7<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Prioritization and decision making<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-5-define-scoring-and-prioritization-logic-block-28\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">7.8<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Outputs of this chapter<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-5-define-scoring-and-prioritization-logic-block-32\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">7.9<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Referenced artifacts<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-5-define-scoring-and-prioritization-logic-block-35\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">7.10<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Innovationlands example<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/ol>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-group\" data-am-chapter-nav-group=\"chapter-6-activate-idea-collection-deliberately\">\n\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-main-link am-document-sidebar-link text-sm transition\" href=\"#chapter-6-activate-idea-collection-deliberately\">\n\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-index mr-2 font-semibold text-signal\">8.<\/span>\n\t\t\t\t\t\t\t\t\t\t\t<span>Chapter 6. Activate idea collection deliberately<\/span>\n\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ol class=\"am-document-nav-sublist mt-3 space-y-2 border-l border-slate-200 pl-4\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-6-activate-idea-collection-deliberately-block-1\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">8.1<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Purpose<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-6-activate-idea-collection-deliberately-block-4\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">8.2<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Why more ideas are rarely the answer<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-6-activate-idea-collection-deliberately-block-8\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">8.3<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Two modes of idea collection<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-6-activate-idea-collection-deliberately-block-13\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">8.4<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Designing effective campaigns<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-6-activate-idea-collection-deliberately-block-17\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">8.5<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Managing expectations and follow up<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-6-activate-idea-collection-deliberately-block-21\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">8.6<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Avoiding idea overload<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-6-activate-idea-collection-deliberately-block-25\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">8.7<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Outputs of this chapter<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-6-activate-idea-collection-deliberately-block-29\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">8.8<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Referenced artifacts<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-6-activate-idea-collection-deliberately-block-32\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">8.9<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Innovationlands example<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/ol>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-group\" data-am-chapter-nav-group=\"chapter-7-enrich-ideas-for-decisions\">\n\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-main-link am-document-sidebar-link text-sm transition\" href=\"#chapter-7-enrich-ideas-for-decisions\">\n\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-index mr-2 font-semibold text-signal\">9.<\/span>\n\t\t\t\t\t\t\t\t\t\t\t<span>Chapter 7. Enrich ideas for decisions<\/span>\n\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ol class=\"am-document-nav-sublist mt-3 space-y-2 border-l border-slate-200 pl-4\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-7-enrich-ideas-for-decisions-block-1\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">9.1<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Purpose<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-7-enrich-ideas-for-decisions-block-4\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">9.2<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Why enrichment matters<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-7-enrich-ideas-for-decisions-block-7\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">9.3<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Enrichment is not documentation<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-7-enrich-ideas-for-decisions-block-11\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">9.4<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Who enriches ideas<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-7-enrich-ideas-for-decisions-block-15\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">9.5<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Matching enrichment effort to idea maturity<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-7-enrich-ideas-for-decisions-block-19\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">9.6<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Avoiding common enrichment traps<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-7-enrich-ideas-for-decisions-block-23\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">9.7<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Outputs of this chapter<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-7-enrich-ideas-for-decisions-block-27\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">9.8<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Referenced artifacts<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-7-enrich-ideas-for-decisions-block-30\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">9.9<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Innovationlands example<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/ol>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-group\" data-am-chapter-nav-group=\"chapter-8-make-decisions-and-prioritize\">\n\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-main-link am-document-sidebar-link text-sm transition\" href=\"#chapter-8-make-decisions-and-prioritize\">\n\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-index mr-2 font-semibold text-signal\">10.<\/span>\n\t\t\t\t\t\t\t\t\t\t\t<span>Chapter 8. Make decisions and prioritize<\/span>\n\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ol class=\"am-document-nav-sublist mt-3 space-y-2 border-l border-slate-200 pl-4\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-8-make-decisions-and-prioritize-block-1\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">10.1<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Purpose<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-8-make-decisions-and-prioritize-block-4\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">10.2<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Why decisions stall<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-8-make-decisions-and-prioritize-block-8\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">10.3<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Turning preparation into decisions<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-8-make-decisions-and-prioritize-block-12\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">10.4<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Decision outcomes and their meaning<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-8-make-decisions-and-prioritize-block-16\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">10.5<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Prioritization is about focus, not ranking<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-8-make-decisions-and-prioritize-block-20\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">10.6<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Documenting decisions<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-8-make-decisions-and-prioritize-block-24\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">10.7<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Common decision making pitfalls<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-8-make-decisions-and-prioritize-block-28\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">10.8<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Outputs of this chapter<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-8-make-decisions-and-prioritize-block-32\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">10.9<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Referenced artifacts<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-8-make-decisions-and-prioritize-block-35\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">10.10<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Innovationlands example<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/ol>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-group\" data-am-chapter-nav-group=\"chapter-9-transition-from-idea-to-execution\">\n\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-main-link am-document-sidebar-link text-sm transition\" href=\"#chapter-9-transition-from-idea-to-execution\">\n\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-index mr-2 font-semibold text-signal\">11.<\/span>\n\t\t\t\t\t\t\t\t\t\t\t<span>Chapter 9. Transition from idea to execution<\/span>\n\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ol class=\"am-document-nav-sublist mt-3 space-y-2 border-l border-slate-200 pl-4\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-9-transition-from-idea-to-execution-block-1\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">11.1<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Purpose<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-9-transition-from-idea-to-execution-block-4\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">11.2<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Why the transition is a critical moment<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-9-transition-from-idea-to-execution-block-7\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">11.3<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Defining portfolio readiness<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-9-transition-from-idea-to-execution-block-11\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">11.4<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Shifting ownership and accountability<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-9-transition-from-idea-to-execution-block-15\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">11.5<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Separating idea and project work<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-9-transition-from-idea-to-execution-block-18\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">11.6<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Maintaining intent during execution<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-9-transition-from-idea-to-execution-block-21\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">11.7<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Common transition failure patterns<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-9-transition-from-idea-to-execution-block-25\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">11.8<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Outputs of this chapter<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-9-transition-from-idea-to-execution-block-29\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">11.9<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Referenced artifacts<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-9-transition-from-idea-to-execution-block-32\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">11.10<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Innovationlands example<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/ol>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-group\" data-am-chapter-nav-group=\"chapter-10-prove-progress-and-impact\">\n\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-main-link am-document-sidebar-link text-sm transition\" href=\"#chapter-10-prove-progress-and-impact\">\n\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-index mr-2 font-semibold text-signal\">12.<\/span>\n\t\t\t\t\t\t\t\t\t\t\t<span>Chapter 10. Prove progress and impact<\/span>\n\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ol class=\"am-document-nav-sublist mt-3 space-y-2 border-l border-slate-200 pl-4\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-10-prove-progress-and-impact-block-1\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">12.1<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Purpose<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-10-prove-progress-and-impact-block-4\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">12.2<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Why innovation struggles with credibility<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-10-prove-progress-and-impact-block-8\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">12.3<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Measuring flow instead of volume<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-10-prove-progress-and-impact-block-12\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">12.4<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Learning as a measurable outcome<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-10-prove-progress-and-impact-block-16\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">12.5<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Reporting without overclaiming<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-10-prove-progress-and-impact-block-20\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">12.6<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Using reports as decision tools<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-10-prove-progress-and-impact-block-23\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">12.7<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Common reporting pitfalls<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-10-prove-progress-and-impact-block-27\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">12.8<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Outputs of this chapter<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-10-prove-progress-and-impact-block-31\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">12.9<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Referenced artifacts<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-10-prove-progress-and-impact-block-34\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">12.10<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Innovationlands example<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/ol>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-group\" data-am-chapter-nav-group=\"chapter-11-the-first-90-days\">\n\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-main-link am-document-sidebar-link text-sm transition\" href=\"#chapter-11-the-first-90-days\">\n\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-index mr-2 font-semibold text-signal\">13.<\/span>\n\t\t\t\t\t\t\t\t\t\t\t<span>Chapter 11. The first 90 days<\/span>\n\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ol class=\"am-document-nav-sublist mt-3 space-y-2 border-l border-slate-200 pl-4\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-11-the-first-90-days-block-1\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">13.1<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Purpose<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-11-the-first-90-days-block-4\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">13.2<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Why a 90 day horizon matters<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-11-the-first-90-days-block-7\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">13.3<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Days 1 to 30: setup and alignment<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-11-the-first-90-days-block-12\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">13.4<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Days 31 to 60: activation and decision making<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-11-the-first-90-days-block-17\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">13.5<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Days 61 to 90: execution and reporting<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-11-the-first-90-days-block-21\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">13.6<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>What success looks like after 90 days<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-11-the-first-90-days-block-25\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">13.7<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Common mistakes in the first 90 days<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-11-the-first-90-days-block-29\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">13.8<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Outputs of this chapter<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-11-the-first-90-days-block-33\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">13.9<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Referenced artifacts<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-11-the-first-90-days-block-36\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">13.10<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Innovationlands example<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/ol>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-group\" data-am-chapter-nav-group=\"chapter-12-common-failure-modes-and-corrections\">\n\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-main-link am-document-sidebar-link text-sm transition\" href=\"#chapter-12-common-failure-modes-and-corrections\">\n\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-index mr-2 font-semibold text-signal\">14.<\/span>\n\t\t\t\t\t\t\t\t\t\t\t<span>Chapter 12. Common failure modes and corrections<\/span>\n\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ol class=\"am-document-nav-sublist mt-3 space-y-2 border-l border-slate-200 pl-4\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-12-common-failure-modes-and-corrections-block-1\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">14.1<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Purpose<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-12-common-failure-modes-and-corrections-block-4\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">14.2<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Why failure modes repeat<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-12-common-failure-modes-and-corrections-block-8\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">14.3<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Failure mode 1: collecting without deciding<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-12-common-failure-modes-and-corrections-block-12\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">14.4<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Failure mode 2: analysis without commitment<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-12-common-failure-modes-and-corrections-block-16\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">14.5<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Failure mode 3: governance without authority<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-12-common-failure-modes-and-corrections-block-20\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">14.6<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Failure mode 4: ownership assigned too early<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-12-common-failure-modes-and-corrections-block-24\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">14.7<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Failure mode 5: success bias in reporting<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-12-common-failure-modes-and-corrections-block-28\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">14.8<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Failure mode 6: tool driven behavior<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-12-common-failure-modes-and-corrections-block-31\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">14.9<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Intervening early<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-12-common-failure-modes-and-corrections-block-34\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">14.10<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Outputs of this chapter<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-12-common-failure-modes-and-corrections-block-38\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">14.11<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Referenced artifacts<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-12-common-failure-modes-and-corrections-block-41\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">14.12<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Innovationlands example<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/ol>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-group\" data-am-chapter-nav-group=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform\">\n\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-main-link am-document-sidebar-link text-sm transition\" href=\"#chapter-13-connecting-the-playbook-to-the-innovation-management-platform\">\n\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-index mr-2 font-semibold text-signal\">15.<\/span>\n\t\t\t\t\t\t\t\t\t\t\t<span>Chapter 13. Connecting the playbook to the innovation management platform<\/span>\n\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ol class=\"am-document-nav-sublist mt-3 space-y-2 border-l border-slate-200 pl-4\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-1\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">15.1<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Purpose<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-4\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">15.2<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Why tooling comes last<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-8\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">15.3<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>What an innovation management platform should enable<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-15\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">15.4<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>The role of AI in the system<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-19\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">15.5<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Reducing dependency on individuals<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-23\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">15.6<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Integrating into the wider organization<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-26\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">15.7<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Outputs of this chapter<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-30\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">15.8<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Referenced artifacts<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-33\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">15.9<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Innovationlands example<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/ol>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-group\" data-am-chapter-nav-group=\"summary\">\n\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-main-link am-document-sidebar-link text-sm transition\" href=\"#summary\">\n\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-index mr-2 font-semibold text-signal\">16.<\/span>\n\t\t\t\t\t\t\t\t\t\t\t<span>Summary<\/span>\n\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ol class=\"am-document-nav-sublist mt-3 space-y-2 border-l border-slate-200 pl-4\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li class=\"am-document-nav-subitem am-document-nav-subitem-level-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-nav-link am-document-nav-sublink am-document-sidebar-link block text-sm transition\" href=\"#summary-block-2\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-nav-subindex am-document-muted mr-2 font-semibold\">16.1<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>The operating model in one view<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/ol>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/ul>\n\t\t\t\t\t\t<\/nav>\n\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<div class=\"am-document-sidebar-card am-document-sidebar-card--secondary rounded-[2rem] p-6 backdrop-blur\">\n\t\t\t\t\t\t\t<p class=\"text-xs font-semibold uppercase tracking-[0.22em] text-signal\">Next-step tools<\/p>\n\t\t\t\t\t\t\t<p class=\"am-document-muted mt-3 text-sm leading-6\">Help readers move from perspective into action with the right next tool.<\/p>\n\t\t\t\t\t\t\t<ul class=\"mt-4 space-y-3\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li>\n\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-sidebar-link am-document-tool-link block rounded-[1.25rem] border border-slate-200 px-4 py-4 transition hover:border-slate-300\" href=\"http:\/\/www.acceptmission.com\/learn\/ai-tools\/\" data-am-track-event=\"tool_click\" data-am-track-label=\"Preview AI Innovation Tools\" data-am-track-target=\"http:\/\/www.acceptmission.com\/learn\/ai-tools\/\">\n\t\t\t\t\t\t\t\t\t\t\t<span class=\"block text-sm font-semibold\">Preview AI Innovation Tools<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-muted mt-1 block text-xs leading-5\">Preview some of our AI-tools of the inovation platform like: Decision matrix, AI coach, Trend researcher.<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li>\n\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-sidebar-link am-document-tool-link block rounded-[1.25rem] border border-slate-200 px-4 py-4 transition hover:border-slate-300\" href=\"http:\/\/www.acceptmission.com\/learn\/innovation-maturity-scan\/\" data-am-track-event=\"tool_click\" data-am-track-label=\"Innovation Maturity Scan\" data-am-track-target=\"http:\/\/www.acceptmission.com\/learn\/innovation-maturity-scan\/\">\n\t\t\t\t\t\t\t\t\t\t\t<span class=\"block text-sm font-semibold\">Innovation Maturity Scan<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-muted mt-1 block text-xs leading-5\">What is you innovation maturity level? Compare it with other companies in your branche.<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li>\n\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-sidebar-link am-document-tool-link block rounded-[1.25rem] border border-slate-200 px-4 py-4 transition hover:border-slate-300\" href=\"http:\/\/www.acceptmission.com\/learn\/business-case-builder\/\" data-am-track-event=\"tool_click\" data-am-track-label=\"Business Case Builder\" data-am-track-target=\"http:\/\/www.acceptmission.com\/learn\/business-case-builder\/\">\n\t\t\t\t\t\t\t\t\t\t\t<span class=\"block text-sm font-semibold\">Business Case Builder<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span class=\"am-document-muted mt-1 block text-xs leading-5\">Define where your value is with using our innovation software and build the case.<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/ul>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t\t\t<div class=\"am-document-cta-card am-document-sidebar-card--cta rounded-[2rem] p-6\">\n\t\t\t\t\t\t<p class=\"text-xs font-semibold uppercase tracking-[0.22em] text-slate-200\">Need expert guidance?<\/p>\n\t\t\t\t\t\t<h3 class=\"mt-3 font-serif text-2xl text-white\">Talk to an innovation expert<\/h3>\n\t\t\t\t\t\t<p class=\"mt-3 text-sm leading-6 text-slate-200\">Ask questions, discuss your situation, and explore the right next step with an innovation expert.<\/p>\n\t\t\t\t\t\t<a class=\"mt-5 inline-flex rounded-full bg-white px-5 py-3 text-sm font-semibold text-ink transition hover:bg-sand\" href=\"https:\/\/www.acceptmission.com\/fr\/demo\/\" data-am-track-event=\"cta_click\" data-am-track-label=\"Book a demo\" data-am-track-target=\"https:\/\/www.acceptmission.com\/fr\/demo\/\">\n\t\t\t\t\t\t\tTalk to an expert\t\t\t\t\t\t<\/a>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/aside>\n\t\t\t\t<main class=\"am-document-main space-y-8\">\n\t\t\t\t\t<section class=\"am-document-card am-document-hero-card rounded-[2.25rem] p-8 backdrop-blur md:p-10\">\n\t\t\t\t\t\t<div class=\"flex flex-wrap items-start justify-between gap-4\">\n\t\t\t\t\t\t\t<div class=\"am-document-meta flex flex-wrap items-center gap-3 text-sm uppercase tracking-[0.16em]\">\n\t\t\t\t\t\t\t\t<span>Document<\/span>\n\t\t\t\t\t\t\t\t<span>45 mins read<\/span>\n\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t<div class=\"flex flex-wrap items-center gap-3\">\n\t\t\t\t\t\t\t\t<button\n\t\t\t\t\t\t\t\t\tclass=\"am-document-secondary-button am-document-share-trigger rounded-full px-5 py-3 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href=\"https:\/\/www.acceptmission.com\/wp-admin\/admin-post.php?action=am_document_download_export&#038;slug=innovation-management-playbook&#038;version_id=10&#038;format=pdf&#038;asset=97217\" data-am-track-event=\"download_click\" data-am-track-label=\"PDF export\" data-am-track-target=\"https:\/\/www.acceptmission.com\/wp-admin\/admin-post.php?action=am_document_download_export&#038;slug=innovation-management-playbook&#038;version_id=10&#038;format=pdf&#038;asset=97217\">\n\t\t\t\t\t\t\t\t\t\t\t\t\tPDF\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<a class=\"am-document-export-option\" href=\"https:\/\/www.acceptmission.com\/wp-admin\/admin-post.php?action=am_document_download_export&#038;slug=innovation-management-playbook&#038;version_id=10&#038;format=bundle&#038;asset=97218\" data-am-track-event=\"download_click\" data-am-track-label=\"JSON \/ HTML export\" data-am-track-target=\"https:\/\/www.acceptmission.com\/wp-admin\/admin-post.php?action=am_document_download_export&#038;slug=innovation-management-playbook&#038;version_id=10&#038;format=bundle&#038;asset=97218\">\n\t\t\t\t\t\t\t\t\t\t\t\t\tJSON \/ HTML\t\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t<h1 class=\"am-document-title mt-4 font-serif text-5xl\">Innovation Management Playbook<\/h1>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<div class=\"am-document-summary-card mt-6 rounded-[1.5rem] border border-slate-200 bg-mist p-6\">\n\t\t\t\t\t\t\t\t<p class=\"text-xs font-semibold uppercase tracking-[0.18em] text-signal\">AI short summary<\/p>\n\t\t\t\t\t\t\t\t<p class=\"am-document-body-copy mt-3 text-lg leading-8\">The Innovation Management Playbook presents a practical framework for turning innovation from fragmented activity into a managed business capability. It argues that innovation usually breaks down not because ideas are scarce, but because strategic intent is unclear, ownership is weak, and decisions fail to drive execution. The document outlines a structured journey from defining innovation goals and governance through workflow design, scoring, idea collection, enrichment, and prioritization, to execution and impact measurement. Overall, it positions innovation management as a disciplined process that connects ideas to business value through clear accountability, deliberate decision-making, and measurable progress.<\/p>\n\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<div class=\"am-document-cover-wrap mt-8 overflow-hidden rounded-[1.75rem] border border-slate-200\">\n\t\t\t\t\t\t\t\t<img decoding=\"async\" src=\"https:\/\/www.acceptmission.com\/wp-content\/uploads\/2026\/04\/innovation-management-playbook-cover-4.png\" alt=\"Innovation Management Playbook cover image\" class=\"block h-auto w-full object-cover\" loading=\"eager\" \/>\n\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t\t\t\t<\/section>\n\t\t\t\t\t<div class=\"space-y-12\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<section class=\"am-document-chapter rounded-[2rem] p-8 md:p-10\" id=\"foreword\" data-am-chapter-id=\"foreword\">\n\t\t\t\t\t\t\t\t<h2 data-am-block-id=\"foreword\" class=\"font-serif text-4xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-2xl text-signal\">1.<\/span><span>Foreword<\/span><\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"foreword\" aria-label=\"Copy direct link to chapter Foreword\" title=\"Copy direct link to chapter Foreword\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p class=\"am-document-body-copy am-document-muted mt-4 text-xl leading-8\">Innovation rarely fails because organizations lack ideas. It fails when intent is unclear, ownership is missing, and decisions do not translate into execution. Many teams launch innovation initiatives with real energy, then watch them fragment into disconnected activities, manual tracking, and difficult conversations about value.<\/p>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<div class=\"mt-8 space-y-6\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"foreword-block-1\" data-am-block-id=\"foreword-block-1\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Innovation rarely fails because organizations lack ideas. It fails when intent is unclear, ownership is missing, and decisions do not translate into execution. Many teams launch innovation initiatives with real energy, then watch them fragment into disconnected activities, manual tracking, and difficult conversations about value.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"foreword-block-2\" data-am-block-id=\"foreword-block-2\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">This playbook exists to change that pattern.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"foreword-block-3\" data-am-block-id=\"foreword-block-3\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">It lays out a practical operating model for innovation management, built for real organizations with real constraints. It treats innovation as managed change under uncertainty, and it focuses on the mechanics that determine whether innovation creates outcomes: clear intent, explicit governance, a shared workflow, disciplined scoring, decision cadence, transition into execution, and credible reporting.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"foreword-block-4\" data-am-block-id=\"foreword-block-4\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">This is not a vision piece, a trend report, or a creativity handbook. It is an execution manual. Use it to design how innovation should run, stabilize it as a repeatable capability, and improve it through deliberate iteration. Creativity still matters, but structure is what makes creativity translate into progress at scale.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t<\/section>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<section class=\"am-document-chapter rounded-[2rem] p-8 md:p-10\" id=\"introduction\" data-am-chapter-id=\"introduction\">\n\t\t\t\t\t\t\t\t<h2 data-am-block-id=\"introduction\" class=\"font-serif text-4xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-2xl text-signal\">2.<\/span><span>Introduction<\/span><\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"introduction\" aria-label=\"Copy direct link to chapter Introduction\" title=\"Copy direct link to chapter Introduction\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<div class=\"mt-8 space-y-6\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"introduction-block-1\" data-am-block-id=\"introduction-block-1\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">2.1<\/span>Why this playbook exists<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"introduction-block-1\" aria-label=\"Copy direct link to section Why this playbook exists\" title=\"Copy direct link to section Why this playbook exists\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"introduction-block-2\" data-am-block-id=\"introduction-block-2\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Most organizations do not struggle with a lack of ideas. They struggle with turning intent into decisions and decisions into execution. Innovation initiatives are launched with energy, but over time they fragment into disconnected activities, unclear ownership, and difficult conversations about value.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"introduction-block-3\" data-am-block-id=\"introduction-block-3\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">This playbook exists to address that problem.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"introduction-block-4\" data-am-block-id=\"introduction-block-4\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">It provides a practical operating model for innovation management. Not as a theory, not as inspiration, and not as a consultant methodology, but as a way of working that can be applied, tested, and improved in practice.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"introduction-block-5\" data-am-block-id=\"introduction-block-5\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">2.2<\/span>What this playbook is and is not<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"introduction-block-5\" aria-label=\"Copy direct link to section What this playbook is and is not\" title=\"Copy direct link to section What this playbook is and is not\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"introduction-block-6\" data-am-block-id=\"introduction-block-6\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">This playbook is an execution manual. It explains how to design, run, and stabilize innovation management as a repeatable organizational capability.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"introduction-block-7\" data-am-block-id=\"introduction-block-7\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">It is not:<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ul id=\"introduction-block-8\" data-am-block-id=\"introduction-block-8\" class=\"am-document-body-copy am-document-muted list-disc space-y-1 pl-6 text-lg leading-7\"><li>An innovation vision or manifesto<\/li><li>A trend report or future outlook<\/li><li>A creativity handbook<\/li><li>A software manual<\/li><\/ul>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"introduction-block-9\" data-am-block-id=\"introduction-block-9\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">The focus is on decisions, ownership, and flow. Inspiration and creativity matter, but without structure they do not produce outcomes.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"introduction-block-10\" data-am-block-id=\"introduction-block-10\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">2.3<\/span>Who this playbook is for<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"introduction-block-10\" aria-label=\"Copy direct link to section Who this playbook is for\" title=\"Copy direct link to section Who this playbook is for\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"introduction-block-11\" data-am-block-id=\"introduction-block-11\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">This playbook is written for people who are responsible for making innovation work in practice.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"introduction-block-12\" data-am-block-id=\"introduction-block-12\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">That includes:<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ul id=\"introduction-block-13\" data-am-block-id=\"introduction-block-13\" class=\"am-document-body-copy am-document-muted list-disc space-y-1 pl-6 text-lg leading-7\"><li>Innovation managers<\/li><li>Innovation leads<\/li><li>Members of core innovation teams<\/li><\/ul>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"introduction-block-14\" data-am-block-id=\"introduction-block-14\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">It assumes responsibility, not sponsorship. Readers are expected to make decisions, manage trade offs, and intervene when the system drifts.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"introduction-block-15\" data-am-block-id=\"introduction-block-15\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">2.4<\/span>How to read and use this playbook<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"introduction-block-15\" aria-label=\"Copy direct link to section How to read and use this playbook\" title=\"Copy direct link to section How to read and use this playbook\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"introduction-block-16\" data-am-block-id=\"introduction-block-16\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">The playbook is designed to be read sequentially at least once. The chapters build on each other and reflect the logic of a functioning innovation system.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"introduction-block-17\" data-am-block-id=\"introduction-block-17\" class=\"am-document-body-copy am-document-example-block rounded-[1.5rem] px-6 py-5 text-lg leading-8\">After the initial setup, chapters can be used independently as reference points. Each chapter focuses on a specific aspect of innovation management and ends with a short example based on the demonstration company Innovationlands.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"introduction-block-18\" data-am-block-id=\"introduction-block-18\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Supporting tools, templates, and canvases are intentionally not embedded. They are referenced where relevant and live as separate assets.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"introduction-block-19\" data-am-block-id=\"introduction-block-19\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">2.5<\/span>The role of structure in innovation<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"introduction-block-19\" aria-label=\"Copy direct link to section The role of structure in innovation\" title=\"Copy direct link to section The role of structure in innovation\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"introduction-block-20\" data-am-block-id=\"introduction-block-20\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Structure is often perceived as a limitation to innovation. In practice, it is what makes innovation possible at scale.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"introduction-block-21\" data-am-block-id=\"introduction-block-21\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Structure clarifies expectations, protects decision quality, and reduces dependency on individuals. It creates fairness by making rules explicit and outcomes explainable.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"introduction-block-22\" data-am-block-id=\"introduction-block-22\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">This playbook treats structure as an enabler. Creativity happens within boundaries, not in their absence.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"introduction-block-23\" data-am-block-id=\"introduction-block-23\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">2.6<\/span>Relationship to the innovation management framework and platform<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"introduction-block-23\" aria-label=\"Copy direct link to section Relationship to the innovation management framework and platform\" title=\"Copy direct link to section Relationship to the innovation management framework and platform\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"introduction-block-24\" data-am-block-id=\"introduction-block-24\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">This playbook operationalizes the Innovation Management Framework. The framework defines what innovation management is at a conceptual level. This playbook explains how to run it day to day.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"introduction-block-25\" data-am-block-id=\"introduction-block-25\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">An innovation management platform can support and scale this operating model by embedding workflows, governance, and reporting. Tooling is addressed explicitly at the end of the playbook, after the operating rules are clear.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"introduction-block-26\" data-am-block-id=\"introduction-block-26\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">2.7<\/span>What success looks like<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"introduction-block-26\" aria-label=\"Copy direct link to section What success looks like\" title=\"Copy direct link to section What success looks like\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"introduction-block-27\" data-am-block-id=\"introduction-block-27\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Success does not mean every idea succeeds. It means that innovation decisions are deliberate, execution is owned, and progress can be explained without exaggeration.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"introduction-block-28\" data-am-block-id=\"introduction-block-28\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">If this playbook is applied well, innovation becomes less dependent on individual heroics and more embedded in the organization.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"introduction-block-29\" data-am-block-id=\"introduction-block-29\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">That is the standard this playbook sets.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"introduction-block-30\" data-am-block-id=\"introduction-block-30\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">2.8<\/span>Innovationlands example<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"introduction-block-30\" aria-label=\"Copy direct link to section Innovationlands example\" title=\"Copy direct link to section Innovationlands example\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"introduction-block-31\" data-am-block-id=\"introduction-block-31\" class=\"am-document-body-copy am-document-example-block rounded-[1.5rem] px-6 py-5 text-lg leading-8\">Situation Innovationlands runs many innovation activities, but outcomes are inconsistent and difficult to explain.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"introduction-block-32\" data-am-block-id=\"introduction-block-32\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Application The innovation lead adopts this playbook as the operating manual for innovation management, aligning intent, governance, workflow, and reporting.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"introduction-block-33\" data-am-block-id=\"introduction-block-33\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Outcome Innovation shifts from a collection of initiatives to a managed system with clear decisions and visible progress.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t<\/section>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<section class=\"am-document-chapter rounded-[2rem] p-8 md:p-10\" id=\"chapter-1-innovation-management-in-context\" data-am-chapter-id=\"chapter-1-innovation-management-in-context\">\n\t\t\t\t\t\t\t\t<h2 data-am-block-id=\"chapter-1-innovation-management-in-context\" class=\"font-serif text-4xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-2xl text-signal\">3.<\/span><span>Chapter 1. Innovation management in context<\/span><\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-1-innovation-management-in-context\" aria-label=\"Copy direct link to chapter Chapter 1. Innovation management in context\" title=\"Copy direct link to chapter Chapter 1. Innovation management in context\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<div class=\"mt-8 space-y-6\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-1-innovation-management-in-context-block-1\" data-am-block-id=\"chapter-1-innovation-management-in-context-block-1\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">3.1<\/span>Purpose<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-1-innovation-management-in-context-block-1\" aria-label=\"Copy direct link to section Purpose\" title=\"Copy direct link to section Purpose\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-1-innovation-management-in-context-block-2\" data-am-block-id=\"chapter-1-innovation-management-in-context-block-2\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Before discussing intent, governance, or workflows, it is necessary to establish a shared understanding of what innovation management actually is. Many organizations talk about innovation, but mean very different things. This chapter sets the context by defining innovation management as a managed change discipline and by clarifying how it differs from run work and general change initiatives.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-1-innovation-management-in-context-block-3\" data-am-block-id=\"chapter-1-innovation-management-in-context-block-3\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Without this shared mental model, later chapters risk being interpreted as process overhead rather than as necessary structure.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-1-innovation-management-in-context-block-4\" data-am-block-id=\"chapter-1-innovation-management-in-context-block-4\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">3.2<\/span>Innovation as managed change<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-1-innovation-management-in-context-block-4\" aria-label=\"Copy direct link to section Innovation as managed change\" title=\"Copy direct link to section Innovation as managed change\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-1-innovation-management-in-context-block-5\" data-am-block-id=\"chapter-1-innovation-management-in-context-block-5\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Innovation is often described as creativity, ideation, or experimentation. While these elements play a role, they do not define innovation management.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-1-innovation-management-in-context-block-6\" data-am-block-id=\"chapter-1-innovation-management-in-context-block-6\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Innovation management is the deliberate management of change under uncertainty. It focuses on identifying, exploring, and deciding on changes that are not yet part of normal operations. Unlike run work, innovation deals with unknown outcomes, incomplete information, and evolving assumptions.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-1-innovation-management-in-context-block-7\" data-am-block-id=\"chapter-1-innovation-management-in-context-block-7\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">This does not make innovation less disciplined. It makes discipline more important.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-1-innovation-management-in-context-block-8\" data-am-block-id=\"chapter-1-innovation-management-in-context-block-8\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">3.3<\/span>Run, change, and innovation<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-1-innovation-management-in-context-block-8\" aria-label=\"Copy direct link to section Run, change, and innovation\" title=\"Copy direct link to section Run, change, and innovation\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-1-innovation-management-in-context-block-9\" data-am-block-id=\"chapter-1-innovation-management-in-context-block-9\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Organizations typically operate across three types of work.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-1-innovation-management-in-context-block-10\" data-am-block-id=\"chapter-1-innovation-management-in-context-block-10\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Run work focuses on stability, efficiency, and reliability. Processes are optimized, performance is measured precisely, and deviations are minimized.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-1-innovation-management-in-context-block-11\" data-am-block-id=\"chapter-1-innovation-management-in-context-block-11\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Change work focuses on planned improvements and transformations with defined scope and outcomes. Projects are executed against known objectives.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-1-innovation-management-in-context-block-12\" data-am-block-id=\"chapter-1-innovation-management-in-context-block-12\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Innovation work operates before outcomes are known. It explores possibilities, tests assumptions, and prepares decisions about whether change should happen at all.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-1-innovation-management-in-context-block-13\" data-am-block-id=\"chapter-1-innovation-management-in-context-block-13\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Confusing these types of work leads to frustration. Applying run metrics to innovation creates false expectations. Treating innovation as ad hoc change removes accountability.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-1-innovation-management-in-context-block-14\" data-am-block-id=\"chapter-1-innovation-management-in-context-block-14\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">3.4<\/span>Why idea volume is not the problem<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-1-innovation-management-in-context-block-14\" aria-label=\"Copy direct link to section Why idea volume is not the problem\" title=\"Copy direct link to section Why idea volume is not the problem\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-1-innovation-management-in-context-block-15\" data-am-block-id=\"chapter-1-innovation-management-in-context-block-15\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">When innovation struggles, the symptom most often cited is a lack of good ideas. In practice, most organizations have more ideas than they can process.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-1-innovation-management-in-context-block-16\" data-am-block-id=\"chapter-1-innovation-management-in-context-block-16\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">The real bottleneck is decision quality. Ideas accumulate because there is no clear mechanism to evaluate, prioritize, and stop them. Without decisions, volume becomes noise.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-1-innovation-management-in-context-block-17\" data-am-block-id=\"chapter-1-innovation-management-in-context-block-17\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Effective innovation management focuses on improving decision flow, not increasing idea supply.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-1-innovation-management-in-context-block-18\" data-am-block-id=\"chapter-1-innovation-management-in-context-block-18\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">3.5<\/span>Innovation as a decision system<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-1-innovation-management-in-context-block-18\" aria-label=\"Copy direct link to section Innovation as a decision system\" title=\"Copy direct link to section Innovation as a decision system\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-1-innovation-management-in-context-block-19\" data-am-block-id=\"chapter-1-innovation-management-in-context-block-19\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Seen through this lens, innovation management is a decision system. Ideas enter the system, uncertainty is reduced over time, and decisions are made at defined moments.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-1-innovation-management-in-context-block-20\" data-am-block-id=\"chapter-1-innovation-management-in-context-block-20\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Each decision answers a specific question. Is this relevant to explore. Is it worth deeper investigation. Is it ready for investment. Should it be stopped.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-1-innovation-management-in-context-block-21\" data-am-block-id=\"chapter-1-innovation-management-in-context-block-21\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">When these decisions are explicit, innovation becomes traceable and explainable. When they are implicit, innovation feels chaotic and political.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-1-innovation-management-in-context-block-22\" data-am-block-id=\"chapter-1-innovation-management-in-context-block-22\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">3.6<\/span>Flow over activity<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-1-innovation-management-in-context-block-22\" aria-label=\"Copy direct link to section Flow over activity\" title=\"Copy direct link to section Flow over activity\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-1-innovation-management-in-context-block-23\" data-am-block-id=\"chapter-1-innovation-management-in-context-block-23\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Activity is easy to generate. Workshops, campaigns, and brainstorms create visible motion. Flow is harder to achieve.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-1-innovation-management-in-context-block-24\" data-am-block-id=\"chapter-1-innovation-management-in-context-block-24\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Flow describes how ideas move through the system and how uncertainty is reduced. It reflects whether decisions are being made and whether progress is real.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-1-innovation-management-in-context-block-25\" data-am-block-id=\"chapter-1-innovation-management-in-context-block-25\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Focusing on flow shifts attention from how much innovation is happening to whether innovation is working.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-1-innovation-management-in-context-block-26\" data-am-block-id=\"chapter-1-innovation-management-in-context-block-26\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">3.7<\/span>Implications for innovation managers<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-1-innovation-management-in-context-block-26\" aria-label=\"Copy direct link to section Implications for innovation managers\" title=\"Copy direct link to section Implications for innovation managers\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-1-innovation-management-in-context-block-27\" data-am-block-id=\"chapter-1-innovation-management-in-context-block-27\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Understanding innovation as managed change has direct implications for the role of the innovation manager.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-1-innovation-management-in-context-block-28\" data-am-block-id=\"chapter-1-innovation-management-in-context-block-28\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">The innovation manager is not a facilitator of creativity alone. They are responsible for designing and maintaining the system that enables decisions. This includes clarifying scope, enforcing governance, and intervening when flow breaks down.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-1-innovation-management-in-context-block-29\" data-am-block-id=\"chapter-1-innovation-management-in-context-block-29\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">This role requires authority, not just enthusiasm.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-1-innovation-management-in-context-block-30\" data-am-block-id=\"chapter-1-innovation-management-in-context-block-30\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">3.8<\/span>Outputs of this chapter<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-1-innovation-management-in-context-block-30\" aria-label=\"Copy direct link to section Outputs of this chapter\" title=\"Copy direct link to section Outputs of this chapter\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-1-innovation-management-in-context-block-31\" data-am-block-id=\"chapter-1-innovation-management-in-context-block-31\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">After this chapter, the following should be clear:<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ul id=\"chapter-1-innovation-management-in-context-block-32\" data-am-block-id=\"chapter-1-innovation-management-in-context-block-32\" class=\"am-document-body-copy am-document-muted list-disc space-y-1 pl-6 text-lg leading-7\"><li>What innovation management is and is not<\/li><li>How innovation differs from run and change work<\/li><li>Why decisions and flow matter more than idea volume<\/li><\/ul>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-1-innovation-management-in-context-block-33\" data-am-block-id=\"chapter-1-innovation-management-in-context-block-33\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">These insights form the foundation for defining intent and governance.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-1-innovation-management-in-context-block-34\" data-am-block-id=\"chapter-1-innovation-management-in-context-block-34\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">3.9<\/span>Referenced artifacts<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-1-innovation-management-in-context-block-34\" aria-label=\"Copy direct link to section Referenced artifacts\" title=\"Copy direct link to section Referenced artifacts\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-1-innovation-management-in-context-block-35\" data-am-block-id=\"chapter-1-innovation-management-in-context-block-35\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">This chapter connects to, but does not include, the following assets:<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ul id=\"chapter-1-innovation-management-in-context-block-36\" data-am-block-id=\"chapter-1-innovation-management-in-context-block-36\" class=\"am-document-body-copy am-document-muted list-disc space-y-1 pl-6 text-lg leading-7\"><li>Innovation management framework<\/li><li>Maturity scan<\/li><\/ul>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-1-innovation-management-in-context-block-37\" data-am-block-id=\"chapter-1-innovation-management-in-context-block-37\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">3.10<\/span>Innovationlands example<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-1-innovation-management-in-context-block-37\" aria-label=\"Copy direct link to section Innovationlands example\" title=\"Copy direct link to section Innovationlands example\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-1-innovation-management-in-context-block-38\" data-am-block-id=\"chapter-1-innovation-management-in-context-block-38\" class=\"am-document-body-copy am-document-example-block rounded-[1.5rem] px-6 py-5 text-lg leading-8\">SituationAt Innovationlands, innovation is treated as a collection of workshops and idea sessions, with limited follow up.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-1-innovation-management-in-context-block-39\" data-am-block-id=\"chapter-1-innovation-management-in-context-block-39\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">ApplicationThe innovation lead reframes innovation as managed change, separating it clearly from operational improvements and project delivery.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-1-innovation-management-in-context-block-40\" data-am-block-id=\"chapter-1-innovation-management-in-context-block-40\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">OutcomeDiscussions shift from generating more ideas to improving decisions and follow through, creating a clearer role for innovation management.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t<\/section>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<section class=\"am-document-chapter rounded-[2rem] p-8 md:p-10\" id=\"chapter-2-define-the-innovation-intent\" data-am-chapter-id=\"chapter-2-define-the-innovation-intent\">\n\t\t\t\t\t\t\t\t<h2 data-am-block-id=\"chapter-2-define-the-innovation-intent\" class=\"font-serif text-4xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-2xl text-signal\">4.<\/span><span>Chapter 2. Define the innovation intent<\/span><\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-2-define-the-innovation-intent\" aria-label=\"Copy direct link to chapter Chapter 2. Define the innovation intent\" title=\"Copy direct link to chapter Chapter 2. Define the innovation intent\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<div class=\"mt-8 space-y-6\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-2-define-the-innovation-intent-block-1\" data-am-block-id=\"chapter-2-define-the-innovation-intent-block-1\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">4.1<\/span>Purpose<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-2-define-the-innovation-intent-block-1\" aria-label=\"Copy direct link to section Purpose\" title=\"Copy direct link to section Purpose\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-2-define-the-innovation-intent-block-2\" data-am-block-id=\"chapter-2-define-the-innovation-intent-block-2\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Innovation intent is the foundation of any serious innovation management effort. Without it, innovation becomes a loose collection of activities driven by urgency, personal preference, or whoever has the loudest voice at a given moment. This chapter explains how to define innovation intent in a way that creates focus, protects decision quality, and provides a stable anchor for the rest of the playbook.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-2-define-the-innovation-intent-block-3\" data-am-block-id=\"chapter-2-define-the-innovation-intent-block-3\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Innovation intent answers a simple but often avoided question: what kind of innovation work should exist right now, and what should not. When that question is answered explicitly, innovation can be managed. When it is not, innovation quickly turns into noise.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-2-define-the-innovation-intent-block-4\" data-am-block-id=\"chapter-2-define-the-innovation-intent-block-4\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">4.2<\/span>Why innovation intent must come first<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-2-define-the-innovation-intent-block-4\" aria-label=\"Copy direct link to section Why innovation intent must come first\" title=\"Copy direct link to section Why innovation intent must come first\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-2-define-the-innovation-intent-block-5\" data-am-block-id=\"chapter-2-define-the-innovation-intent-block-5\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Many organizations begin innovation by launching an idea campaign or opening a suggestion box. This feels productive, but it almost always leads to disappointment. Without intent, ideas are evaluated against shifting expectations. Contributors receive mixed signals, and decision makers struggle to explain why certain ideas move forward while others do not.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-2-define-the-innovation-intent-block-6\" data-am-block-id=\"chapter-2-define-the-innovation-intent-block-6\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Innovation intent reverses this pattern. Instead of asking people to generate ideas first, it forces leadership and innovation owners to make a clear directional choice. That choice defines what innovation is expected to contribute in the current period and what trade offs are consciously accepted.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-2-define-the-innovation-intent-block-7\" data-am-block-id=\"chapter-2-define-the-innovation-intent-block-7\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">When innovation intent is clear, later decisions become easier. When it is missing, no funnel, scorecard, or platform can compensate.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-2-define-the-innovation-intent-block-8\" data-am-block-id=\"chapter-2-define-the-innovation-intent-block-8\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">4.3<\/span>What innovation intent is and what it is not<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-2-define-the-innovation-intent-block-8\" aria-label=\"Copy direct link to section What innovation intent is and what it is not\" title=\"Copy direct link to section What innovation intent is and what it is not\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-2-define-the-innovation-intent-block-9\" data-am-block-id=\"chapter-2-define-the-innovation-intent-block-9\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Innovation intent is a time bound directional statement, typically defined for one year. It connects strategic pressure points to concrete innovation focus, without prescribing solutions.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-2-define-the-innovation-intent-block-10\" data-am-block-id=\"chapter-2-define-the-innovation-intent-block-10\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">A well defined innovation intent has four characteristics. It is grounded in real business drivers. It limits scope rather than expanding it. It can be explained clearly to contributors. And it is stable enough to guide multiple campaigns and decisions over time.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-2-define-the-innovation-intent-block-11\" data-am-block-id=\"chapter-2-define-the-innovation-intent-block-11\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Innovation intent is not a long term vision, a list of trends, or a motivational slogan. It does not describe how innovation will be executed, and it does not promise that every opportunity will be explored. Its role is to create boundaries, not inspiration.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-2-define-the-innovation-intent-block-12\" data-am-block-id=\"chapter-2-define-the-innovation-intent-block-12\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">4.4<\/span>The three questions that define innovation intent<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-2-define-the-innovation-intent-block-12\" aria-label=\"Copy direct link to section The three questions that define innovation intent\" title=\"Copy direct link to section The three questions that define innovation intent\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-2-define-the-innovation-intent-block-13\" data-am-block-id=\"chapter-2-define-the-innovation-intent-block-13\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Defining innovation intent requires answering three questions in sequence.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-2-define-the-innovation-intent-block-14\" data-am-block-id=\"chapter-2-define-the-innovation-intent-block-14\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">The first question is why innovation is needed now. This anchors innovation in business reality. Typical triggers include sustained performance pressure, changes in customer behavior, regulatory shifts, cost or efficiency challenges, or a strategic repositioning. If innovation cannot be linked to a concrete trigger, it will struggle to gain credibility later.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-2-define-the-innovation-intent-block-15\" data-am-block-id=\"chapter-2-define-the-innovation-intent-block-15\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">The second question is what is in scope. Scope defines the domains where innovation effort is expected to focus. Good scope statements are specific enough to guide idea generation but broad enough to allow multiple solution paths. They should be understandable in one sentence and defensible in discussion.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-2-define-the-innovation-intent-block-16\" data-am-block-id=\"chapter-2-define-the-innovation-intent-block-16\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">The third question is what is explicitly out of scope. This is the most uncomfortable but also the most important step. Declaring areas out of scope protects focus and prevents frustration. It clarifies expectations for contributors and gives innovation managers a defensible basis for stopping or redirecting ideas. If out of scope is not stated, it will be contested later.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-2-define-the-innovation-intent-block-17\" data-am-block-id=\"chapter-2-define-the-innovation-intent-block-17\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">4.5<\/span>From intent to strategic focus areas<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-2-define-the-innovation-intent-block-17\" aria-label=\"Copy direct link to section From intent to strategic focus areas\" title=\"Copy direct link to section From intent to strategic focus areas\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-2-define-the-innovation-intent-block-18\" data-am-block-id=\"chapter-2-define-the-innovation-intent-block-18\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Innovation intent becomes operational when it is translated into a small set of strategic focus areas. These focus areas act as anchors for campaigns, idea evaluation, and prioritization.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-2-define-the-innovation-intent-block-19\" data-am-block-id=\"chapter-2-define-the-innovation-intent-block-19\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Most organizations should limit themselves to three to five focus areas. Fewer than that risks oversimplification, while more than that dilutes clarity. Each focus area should clearly relate back to the original trigger for innovation and be concrete enough to guide discussion without prescribing solutions.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-2-define-the-innovation-intent-block-20\" data-am-block-id=\"chapter-2-define-the-innovation-intent-block-20\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Focus areas are not projects and not roadmaps. They are lenses through which ideas are generated, enriched, and evaluated.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-2-define-the-innovation-intent-block-21\" data-am-block-id=\"chapter-2-define-the-innovation-intent-block-21\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">4.6<\/span>Common failure patterns<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-2-define-the-innovation-intent-block-21\" aria-label=\"Copy direct link to section Common failure patterns\" title=\"Copy direct link to section Common failure patterns\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-2-define-the-innovation-intent-block-22\" data-am-block-id=\"chapter-2-define-the-innovation-intent-block-22\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Organizations often undermine innovation intent unintentionally. Common patterns include letting too many stakeholders influence the intent equally, changing intent mid cycle without an explicit reset, or confusing intent with execution planning.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-2-define-the-innovation-intent-block-23\" data-am-block-id=\"chapter-2-define-the-innovation-intent-block-23\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Another frequent mistake is avoiding out of scope conversations to keep everyone aligned. In practice, this creates the opposite effect. Alignment improves when boundaries are clear, even if not everyone agrees with them.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-2-define-the-innovation-intent-block-24\" data-am-block-id=\"chapter-2-define-the-innovation-intent-block-24\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Innovation intent must be owned, defended, and revisited deliberately. It should not drift quietly.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-2-define-the-innovation-intent-block-25\" data-am-block-id=\"chapter-2-define-the-innovation-intent-block-25\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">4.7<\/span>Outputs of this chapter<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-2-define-the-innovation-intent-block-25\" aria-label=\"Copy direct link to section Outputs of this chapter\" title=\"Copy direct link to section Outputs of this chapter\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-2-define-the-innovation-intent-block-26\" data-am-block-id=\"chapter-2-define-the-innovation-intent-block-26\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">At the end of this chapter, three outputs should exist. First, a written innovation intent statement that can be shared internally. Second, three to five strategic focus areas that translate intent into actionable direction. Third, an explicit list of out of scope topics that protects focus and expectation management.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-2-define-the-innovation-intent-block-27\" data-am-block-id=\"chapter-2-define-the-innovation-intent-block-27\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">These outputs are prerequisites for governance design, funnel setup, and campaign activation. If they are missing, proceed no further.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-2-define-the-innovation-intent-block-28\" data-am-block-id=\"chapter-2-define-the-innovation-intent-block-28\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">4.8<\/span>Referenced artifacts<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-2-define-the-innovation-intent-block-28\" aria-label=\"Copy direct link to section Referenced artifacts\" title=\"Copy direct link to section Referenced artifacts\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-2-define-the-innovation-intent-block-29\" data-am-block-id=\"chapter-2-define-the-innovation-intent-block-29\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">This chapter connects to, but does not include, the following assets:<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ul id=\"chapter-2-define-the-innovation-intent-block-30\" data-am-block-id=\"chapter-2-define-the-innovation-intent-block-30\" class=\"am-document-body-copy am-document-muted list-disc space-y-1 pl-6 text-lg leading-7\"><li>Innovation management framework<\/li><li>Maturity scan<\/li><li>Campaign builder<\/li><\/ul>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-2-define-the-innovation-intent-block-31\" data-am-block-id=\"chapter-2-define-the-innovation-intent-block-31\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">4.9<\/span>Innovationlands example<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-2-define-the-innovation-intent-block-31\" aria-label=\"Copy direct link to section Innovationlands example\" title=\"Copy direct link to section Innovationlands example\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-2-define-the-innovation-intent-block-32\" data-am-block-id=\"chapter-2-define-the-innovation-intent-block-32\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">SituationInnovationlands faces pressure from multiple directions, including guest experience, safety, sustainability, and operational efficiency. Everything appears urgent, and innovation topics shift frequently.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-2-define-the-innovation-intent-block-33\" data-am-block-id=\"chapter-2-define-the-innovation-intent-block-33\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">ApplicationThe innovation lead defines a yearly innovation intent focused on guest flow, safety, and peak season resilience. Other topics are explicitly declared out of scope for the year and communicated clearly.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-2-define-the-innovation-intent-block-34\" data-am-block-id=\"chapter-2-define-the-innovation-intent-block-34\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">OutcomeCampaigns become sharper, discussions about priorities decrease, and decisions can be explained and defended without reverting to personal preference.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t<\/section>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<section class=\"am-document-chapter rounded-[2rem] p-8 md:p-10\" id=\"chapter-3-set-ownership-and-governance\" data-am-chapter-id=\"chapter-3-set-ownership-and-governance\">\n\t\t\t\t\t\t\t\t<h2 data-am-block-id=\"chapter-3-set-ownership-and-governance\" class=\"font-serif text-4xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-2xl text-signal\">5.<\/span><span>Chapter 3. Set ownership and governance<\/span><\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-3-set-ownership-and-governance\" aria-label=\"Copy direct link to chapter Chapter 3. Set ownership and governance\" title=\"Copy direct link to chapter Chapter 3. Set ownership and governance\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<div class=\"mt-8 space-y-6\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-3-set-ownership-and-governance-block-1\" data-am-block-id=\"chapter-3-set-ownership-and-governance-block-1\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">5.1<\/span>Purpose<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-3-set-ownership-and-governance-block-1\" aria-label=\"Copy direct link to section Purpose\" title=\"Copy direct link to section Purpose\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-3-set-ownership-and-governance-block-2\" data-am-block-id=\"chapter-3-set-ownership-and-governance-block-2\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Innovation only moves forward when decisions can be made and owned. Many innovation efforts fail not because ideas are weak, but because ownership is ambiguous and governance is implicit. This chapter explains how to design ownership and governance in a way that enables decisions, reduces friction, and prevents innovation from stalling in endless discussion.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-3-set-ownership-and-governance-block-3\" data-am-block-id=\"chapter-3-set-ownership-and-governance-block-3\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Governance in innovation is not about control. It is about creating clarity: who decides, who contributes, and who is accountable for outcomes. When these roles are unclear, innovation becomes political. When they are explicit, innovation becomes manageable.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-3-set-ownership-and-governance-block-4\" data-am-block-id=\"chapter-3-set-ownership-and-governance-block-4\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">5.2<\/span>Why governance is the real bottleneck<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-3-set-ownership-and-governance-block-4\" aria-label=\"Copy direct link to section Why governance is the real bottleneck\" title=\"Copy direct link to section Why governance is the real bottleneck\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-3-set-ownership-and-governance-block-5\" data-am-block-id=\"chapter-3-set-ownership-and-governance-block-5\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">In most organizations, ideas do not fail due to a lack of creativity. They fail because no one has the authority to advance them or stop them decisively. Meetings result in recommendations rather than decisions, and ideas reappear multiple times without meaningful progress.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-3-set-ownership-and-governance-block-6\" data-am-block-id=\"chapter-3-set-ownership-and-governance-block-6\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">This happens when innovation governance is informal. Decisions are made implicitly, often influenced by hierarchy, personal enthusiasm, or timing rather than shared criteria. Over time, this erodes trust in the process and disengages contributors.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-3-set-ownership-and-governance-block-7\" data-am-block-id=\"chapter-3-set-ownership-and-governance-block-7\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Effective governance reverses this dynamic. It replaces implicit influence with explicit decision rights and makes outcomes predictable, even when decisions are unpopular.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-3-set-ownership-and-governance-block-8\" data-am-block-id=\"chapter-3-set-ownership-and-governance-block-8\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">5.3<\/span>Core governance principles for innovation<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-3-set-ownership-and-governance-block-8\" aria-label=\"Copy direct link to section Core governance principles for innovation\" title=\"Copy direct link to section Core governance principles for innovation\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-3-set-ownership-and-governance-block-9\" data-am-block-id=\"chapter-3-set-ownership-and-governance-block-9\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Before defining roles or forums, several principles must be accepted.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-3-set-ownership-and-governance-block-10\" data-am-block-id=\"chapter-3-set-ownership-and-governance-block-10\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">First, not everyone decides. Broad involvement is valuable for input and enrichment, but decision authority must be limited to a small, clearly defined group.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-3-set-ownership-and-governance-block-11\" data-am-block-id=\"chapter-3-set-ownership-and-governance-block-11\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Second, decision authority is time bound and scoped. Governance is not a permanent power structure. It is defined for a specific innovation scope and period.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-3-set-ownership-and-governance-block-12\" data-am-block-id=\"chapter-3-set-ownership-and-governance-block-12\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Third, ownership follows decisions. Individuals become accountable only after an idea has passed a decision gate and is ready for execution. Before that point, ownership is about stewardship, not delivery.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-3-set-ownership-and-governance-block-13\" data-am-block-id=\"chapter-3-set-ownership-and-governance-block-13\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Without these principles, governance quickly becomes symbolic.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-3-set-ownership-and-governance-block-14\" data-am-block-id=\"chapter-3-set-ownership-and-governance-block-14\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">5.4<\/span>Defining innovation roles<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-3-set-ownership-and-governance-block-14\" aria-label=\"Copy direct link to section Defining innovation roles\" title=\"Copy direct link to section Defining innovation roles\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-3-set-ownership-and-governance-block-15\" data-am-block-id=\"chapter-3-set-ownership-and-governance-block-15\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Innovation governance typically involves four distinct roles.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-3-set-ownership-and-governance-block-16\" data-am-block-id=\"chapter-3-set-ownership-and-governance-block-16\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">The innovation owner is responsible for the innovation system itself. This role ensures that intent is maintained, governance is applied consistently, and decisions are documented. The innovation owner does not own outcomes of individual ideas.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-3-set-ownership-and-governance-block-17\" data-am-block-id=\"chapter-3-set-ownership-and-governance-block-17\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">The decision body, often referred to as an innovation board, holds authority at defined decision gates. This group decides whether ideas advance, are parked, or stopped. Its legitimacy comes from clarity of mandate, not hierarchy.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-3-set-ownership-and-governance-block-18\" data-am-block-id=\"chapter-3-set-ownership-and-governance-block-18\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Contributors provide ideas, insights, and enrichment. Their role is critical, but they do not decide.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-3-set-ownership-and-governance-block-19\" data-am-block-id=\"chapter-3-set-ownership-and-governance-block-19\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Business owners become accountable only after an idea is approved for execution. They own delivery and outcomes, not early exploration.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-3-set-ownership-and-governance-block-20\" data-am-block-id=\"chapter-3-set-ownership-and-governance-block-20\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Blurring these roles leads to confusion and slows progress.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-3-set-ownership-and-governance-block-21\" data-am-block-id=\"chapter-3-set-ownership-and-governance-block-21\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">5.5<\/span>Decision rights and escalation<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-3-set-ownership-and-governance-block-21\" aria-label=\"Copy direct link to section Decision rights and escalation\" title=\"Copy direct link to section Decision rights and escalation\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-3-set-ownership-and-governance-block-22\" data-am-block-id=\"chapter-3-set-ownership-and-governance-block-22\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Every decision gate must answer a single question, such as whether an idea is ready to advance to the next stage. Decision rights should be explicit and documented.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-3-set-ownership-and-governance-block-23\" data-am-block-id=\"chapter-3-set-ownership-and-governance-block-23\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Equally important is defining escalation paths. Escalation should be the exception, not the default. When it exists, it must be clear who can escalate, under what conditions, and to whom.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-3-set-ownership-and-governance-block-24\" data-am-block-id=\"chapter-3-set-ownership-and-governance-block-24\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">If escalation is undefined, decisions drift upward informally and accountability disappears.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-3-set-ownership-and-governance-block-25\" data-am-block-id=\"chapter-3-set-ownership-and-governance-block-25\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">5.6<\/span>Decision cadence and forums<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-3-set-ownership-and-governance-block-25\" aria-label=\"Copy direct link to section Decision cadence and forums\" title=\"Copy direct link to section Decision cadence and forums\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-3-set-ownership-and-governance-block-26\" data-am-block-id=\"chapter-3-set-ownership-and-governance-block-26\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Governance is only effective when decisions happen regularly. Ad hoc decision making creates uncertainty and delays.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-3-set-ownership-and-governance-block-27\" data-am-block-id=\"chapter-3-set-ownership-and-governance-block-27\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">A clear cadence ensures that contributors know when decisions will be made and what is expected before each moment. Forums should be designed for decision making, not discussion. Preparation happens before the meeting. The meeting exists to decide.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-3-set-ownership-and-governance-block-28\" data-am-block-id=\"chapter-3-set-ownership-and-governance-block-28\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Consistency matters more than frequency. A predictable monthly decision moment is often more effective than frequent but irregular meetings.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-3-set-ownership-and-governance-block-29\" data-am-block-id=\"chapter-3-set-ownership-and-governance-block-29\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">5.7<\/span>Common governance failure patterns<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-3-set-ownership-and-governance-block-29\" aria-label=\"Copy direct link to section Common governance failure patterns\" title=\"Copy direct link to section Common governance failure patterns\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-3-set-ownership-and-governance-block-30\" data-am-block-id=\"chapter-3-set-ownership-and-governance-block-30\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Several patterns undermine innovation governance repeatedly.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-3-set-ownership-and-governance-block-31\" data-am-block-id=\"chapter-3-set-ownership-and-governance-block-31\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">One is creating advisory boards without real authority. Another is involving too many people in decisions to avoid conflict. A third is assigning business owners too early, before uncertainty has been reduced.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-3-set-ownership-and-governance-block-32\" data-am-block-id=\"chapter-3-set-ownership-and-governance-block-32\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">These patterns feel inclusive, but they slow innovation and erode trust. Clear governance may feel uncomfortable at first, but it creates fairness and momentum over time.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-3-set-ownership-and-governance-block-33\" data-am-block-id=\"chapter-3-set-ownership-and-governance-block-33\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">5.8<\/span>Outputs of this chapter<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-3-set-ownership-and-governance-block-33\" aria-label=\"Copy direct link to section Outputs of this chapter\" title=\"Copy direct link to section Outputs of this chapter\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-3-set-ownership-and-governance-block-34\" data-am-block-id=\"chapter-3-set-ownership-and-governance-block-34\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">By the end of this chapter, the following should be defined and documented:<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ul id=\"chapter-3-set-ownership-and-governance-block-35\" data-am-block-id=\"chapter-3-set-ownership-and-governance-block-35\" class=\"am-document-body-copy am-document-muted list-disc space-y-1 pl-6 text-lg leading-7\"><li>A clear innovation owner<\/li><li>A defined decision body with mandate<\/li><li>Explicit decision rights per stage gate<\/li><li>A predictable decision cadence<\/li><\/ul>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-3-set-ownership-and-governance-block-36\" data-am-block-id=\"chapter-3-set-ownership-and-governance-block-36\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Without these elements, innovation will remain dependent on individuals rather than the system.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-3-set-ownership-and-governance-block-37\" data-am-block-id=\"chapter-3-set-ownership-and-governance-block-37\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">5.9<\/span>Referenced artifacts<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-3-set-ownership-and-governance-block-37\" aria-label=\"Copy direct link to section Referenced artifacts\" title=\"Copy direct link to section Referenced artifacts\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-3-set-ownership-and-governance-block-38\" data-am-block-id=\"chapter-3-set-ownership-and-governance-block-38\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">This chapter connects to, but does not include, the following assets:<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ul id=\"chapter-3-set-ownership-and-governance-block-39\" data-am-block-id=\"chapter-3-set-ownership-and-governance-block-39\" class=\"am-document-body-copy am-document-muted list-disc space-y-1 pl-6 text-lg leading-7\"><li>Decision and governance toolkit<\/li><li>Decision log examples<\/li><\/ul>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-3-set-ownership-and-governance-block-40\" data-am-block-id=\"chapter-3-set-ownership-and-governance-block-40\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">5.10<\/span>Innovationlands example<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-3-set-ownership-and-governance-block-40\" aria-label=\"Copy direct link to section Innovationlands example\" title=\"Copy direct link to section Innovationlands example\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-3-set-ownership-and-governance-block-41\" data-am-block-id=\"chapter-3-set-ownership-and-governance-block-41\" class=\"am-document-body-copy am-document-example-block rounded-[1.5rem] px-6 py-5 text-lg leading-8\">SituationAt Innovationlands, ideas are discussed in meetings, but outcomes are rarely clear. Decisions feel like recommendations, and ideas resurface repeatedly.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-3-set-ownership-and-governance-block-42\" data-am-block-id=\"chapter-3-set-ownership-and-governance-block-42\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">ApplicationAn innovation owner is appointed and an innovation board is defined with explicit authority at decision gates. Decision moments are scheduled monthly, and outcomes are documented.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-3-set-ownership-and-governance-block-43\" data-am-block-id=\"chapter-3-set-ownership-and-governance-block-43\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">OutcomeMeetings result in clear decisions. Contributors understand who decides and when, and trust in the process increases.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t<\/section>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<section class=\"am-document-chapter rounded-[2rem] p-8 md:p-10\" id=\"chapter-4-design-the-innovation-workflow\" data-am-chapter-id=\"chapter-4-design-the-innovation-workflow\">\n\t\t\t\t\t\t\t\t<h2 data-am-block-id=\"chapter-4-design-the-innovation-workflow\" class=\"font-serif text-4xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-2xl text-signal\">6.<\/span><span>Chapter 4. Design the innovation workflow<\/span><\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-4-design-the-innovation-workflow\" aria-label=\"Copy direct link to chapter Chapter 4. Design the innovation workflow\" title=\"Copy direct link to chapter Chapter 4. Design the innovation workflow\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<div class=\"mt-8 space-y-6\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-4-design-the-innovation-workflow-block-1\" data-am-block-id=\"chapter-4-design-the-innovation-workflow-block-1\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">6.1<\/span>Purpose<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-4-design-the-innovation-workflow-block-1\" aria-label=\"Copy direct link to section Purpose\" title=\"Copy direct link to section Purpose\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-4-design-the-innovation-workflow-block-2\" data-am-block-id=\"chapter-4-design-the-innovation-workflow-block-2\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Once innovation intent and governance are clear, the next step is to define how ideas actually move through the system. Without a shared workflow, innovation becomes inconsistent. Some ideas are analysed too deeply too early, while others drift without direction. This chapter explains how to design an innovation workflow that creates clarity, supports decision making, and prevents waste.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-4-design-the-innovation-workflow-block-3\" data-am-block-id=\"chapter-4-design-the-innovation-workflow-block-3\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">The innovation workflow is not a project plan. It is a structured way of reducing uncertainty over time. Each step in the workflow exists to answer a specific decision question and to prepare ideas for the next decision moment.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-4-design-the-innovation-workflow-block-4\" data-am-block-id=\"chapter-4-design-the-innovation-workflow-block-4\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">6.2<\/span>Why a single workflow matters<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-4-design-the-innovation-workflow-block-4\" aria-label=\"Copy direct link to section Why a single workflow matters\" title=\"Copy direct link to section Why a single workflow matters\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-4-design-the-innovation-workflow-block-5\" data-am-block-id=\"chapter-4-design-the-innovation-workflow-block-5\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">In many organizations, innovation work follows multiple informal paths. Some ideas are handled in workshops, others in spreadsheets, and others in isolated tools. While this flexibility may feel adaptive, it creates confusion and undermines decision quality.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-4-design-the-innovation-workflow-block-6\" data-am-block-id=\"chapter-4-design-the-innovation-workflow-block-6\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">A single, shared workflow creates a common language. Contributors know what is expected at each step. Decision makers can compare ideas fairly. Most importantly, progress becomes visible and measurable.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-4-design-the-innovation-workflow-block-7\" data-am-block-id=\"chapter-4-design-the-innovation-workflow-block-7\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Consistency does not mean rigidity. A well designed workflow allows different types of ideas to move through the same stages while maintaining clarity and comparability.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-4-design-the-innovation-workflow-block-8\" data-am-block-id=\"chapter-4-design-the-innovation-workflow-block-8\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">6.3<\/span>Innovation as progressive clarification<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-4-design-the-innovation-workflow-block-8\" aria-label=\"Copy direct link to section Innovation as progressive clarification\" title=\"Copy direct link to section Innovation as progressive clarification\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-4-design-the-innovation-workflow-block-9\" data-am-block-id=\"chapter-4-design-the-innovation-workflow-block-9\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">The core principle behind the innovation workflow is progressive clarification. Ideas should not be fully defined upfront. Instead, clarity should increase step by step, in line with the decisions being made.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-4-design-the-innovation-workflow-block-10\" data-am-block-id=\"chapter-4-design-the-innovation-workflow-block-10\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Early stages focus on understanding the problem or opportunity. Later stages focus on feasibility, viability, and readiness for execution. Each stage exists to reduce a specific type of uncertainty.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-4-design-the-innovation-workflow-block-11\" data-am-block-id=\"chapter-4-design-the-innovation-workflow-block-11\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">When this principle is ignored, teams either over analyse too early or move ideas forward without sufficient insight. Both lead to frustration and rework.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-4-design-the-innovation-workflow-block-12\" data-am-block-id=\"chapter-4-design-the-innovation-workflow-block-12\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">6.4<\/span>Defining stages and decision gates<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-4-design-the-innovation-workflow-block-12\" aria-label=\"Copy direct link to section Defining stages and decision gates\" title=\"Copy direct link to section Defining stages and decision gates\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-4-design-the-innovation-workflow-block-13\" data-am-block-id=\"chapter-4-design-the-innovation-workflow-block-13\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">An innovation workflow is built from stages and decision gates. Stages describe the type of work being done. Decision gates determine whether an idea moves forward, is paused, or is stopped.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-4-design-the-innovation-workflow-block-14\" data-am-block-id=\"chapter-4-design-the-innovation-workflow-block-14\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">A typical innovation workflow includes four stages. The first stage captures ideas and signals. The second clarifies the problem or opportunity. The third qualifies ideas against strategic and practical criteria. The fourth prepares ideas for investment and execution.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-4-design-the-innovation-workflow-block-15\" data-am-block-id=\"chapter-4-design-the-innovation-workflow-block-15\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Each decision gate should answer a single, explicit question. For example, whether an idea is relevant enough to explore further, or whether it is ready to be treated as an initiative rather than an idea.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-4-design-the-innovation-workflow-block-16\" data-am-block-id=\"chapter-4-design-the-innovation-workflow-block-16\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">6.5<\/span>What good stage definitions look like<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-4-design-the-innovation-workflow-block-16\" aria-label=\"Copy direct link to section What good stage definitions look like\" title=\"Copy direct link to section What good stage definitions look like\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-4-design-the-innovation-workflow-block-17\" data-am-block-id=\"chapter-4-design-the-innovation-workflow-block-17\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Stage definitions should focus on required clarity, not required output volume. Each stage should make it clear what questions must be answered before an idea can move on.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-4-design-the-innovation-workflow-block-18\" data-am-block-id=\"chapter-4-design-the-innovation-workflow-block-18\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Good stage definitions share three characteristics. They are understandable without explanation. They focus on learning rather than documentation. And they align with the governance and scoring logic defined earlier.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-4-design-the-innovation-workflow-block-19\" data-am-block-id=\"chapter-4-design-the-innovation-workflow-block-19\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Avoid stage definitions that list activities without explaining purpose. Activities change. Decision questions do not.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-4-design-the-innovation-workflow-block-20\" data-am-block-id=\"chapter-4-design-the-innovation-workflow-block-20\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">6.6<\/span>Avoiding common workflow traps<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-4-design-the-innovation-workflow-block-20\" aria-label=\"Copy direct link to section Avoiding common workflow traps\" title=\"Copy direct link to section Avoiding common workflow traps\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-4-design-the-innovation-workflow-block-21\" data-am-block-id=\"chapter-4-design-the-innovation-workflow-block-21\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Several traps appear repeatedly when organizations design innovation workflows.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-4-design-the-innovation-workflow-block-22\" data-am-block-id=\"chapter-4-design-the-innovation-workflow-block-22\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">One is creating too many stages, which increases overhead without improving decisions. Another is using stage names that sound impressive but do not convey meaning. A third is treating the workflow as a fixed process that cannot evolve.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-4-design-the-innovation-workflow-block-23\" data-am-block-id=\"chapter-4-design-the-innovation-workflow-block-23\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">A practical rule is to start simple. Four to five stages are usually sufficient. The workflow can mature over time as decision quality improves.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-4-design-the-innovation-workflow-block-24\" data-am-block-id=\"chapter-4-design-the-innovation-workflow-block-24\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">6.7<\/span>Outputs of this chapter<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-4-design-the-innovation-workflow-block-24\" aria-label=\"Copy direct link to section Outputs of this chapter\" title=\"Copy direct link to section Outputs of this chapter\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-4-design-the-innovation-workflow-block-25\" data-am-block-id=\"chapter-4-design-the-innovation-workflow-block-25\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">By the end of this chapter, the following should be defined:<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ul id=\"chapter-4-design-the-innovation-workflow-block-26\" data-am-block-id=\"chapter-4-design-the-innovation-workflow-block-26\" class=\"am-document-body-copy am-document-muted list-disc space-y-1 pl-6 text-lg leading-7\"><li>A single innovation workflow<\/li><li>Clear stage descriptions based on decision questions<\/li><li>Explicit decision gates and outcomes<\/li><\/ul>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-4-design-the-innovation-workflow-block-27\" data-am-block-id=\"chapter-4-design-the-innovation-workflow-block-27\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">These elements form the backbone of idea management and prepare the ground for scoring and prioritization.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-4-design-the-innovation-workflow-block-28\" data-am-block-id=\"chapter-4-design-the-innovation-workflow-block-28\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">6.8<\/span>Referenced artifacts<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-4-design-the-innovation-workflow-block-28\" aria-label=\"Copy direct link to section Referenced artifacts\" title=\"Copy direct link to section Referenced artifacts\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-4-design-the-innovation-workflow-block-29\" data-am-block-id=\"chapter-4-design-the-innovation-workflow-block-29\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">This chapter connects to, but does not include, the following assets:<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ul id=\"chapter-4-design-the-innovation-workflow-block-30\" data-am-block-id=\"chapter-4-design-the-innovation-workflow-block-30\" class=\"am-document-body-copy am-document-muted list-disc space-y-1 pl-6 text-lg leading-7\"><li>Innovation funnel templates<\/li><li>Stage gate definitions<\/li><\/ul>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-4-design-the-innovation-workflow-block-31\" data-am-block-id=\"chapter-4-design-the-innovation-workflow-block-31\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">6.9<\/span>Innovationlands example<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-4-design-the-innovation-workflow-block-31\" aria-label=\"Copy direct link to section Innovationlands example\" title=\"Copy direct link to section Innovationlands example\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-4-design-the-innovation-workflow-block-32\" data-am-block-id=\"chapter-4-design-the-innovation-workflow-block-32\" class=\"am-document-body-copy am-document-example-block rounded-[1.5rem] px-6 py-5 text-lg leading-8\">SituationAt Innovationlands, ideas move inconsistently. Some are discussed extensively in early stages, while others advance without clear justification.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-4-design-the-innovation-workflow-block-33\" data-am-block-id=\"chapter-4-design-the-innovation-workflow-block-33\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">ApplicationA four stage innovation workflow is introduced: Intake, Clarification, Qualification, and Investable. Each stage answers a specific decision question and is linked to a decision moment.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-4-design-the-innovation-workflow-block-34\" data-am-block-id=\"chapter-4-design-the-innovation-workflow-block-34\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">OutcomeExpectations become predictable. Progress is measured by clarity gained, not time spent, and decisions become easier to explain and defend.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t<\/section>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<section class=\"am-document-chapter rounded-[2rem] p-8 md:p-10\" id=\"chapter-5-define-scoring-and-prioritization-logic\" data-am-chapter-id=\"chapter-5-define-scoring-and-prioritization-logic\">\n\t\t\t\t\t\t\t\t<h2 data-am-block-id=\"chapter-5-define-scoring-and-prioritization-logic\" class=\"font-serif text-4xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-2xl text-signal\">7.<\/span><span>Chapter 5. Define scoring and prioritization logic<\/span><\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-5-define-scoring-and-prioritization-logic\" aria-label=\"Copy direct link to chapter Chapter 5. Define scoring and prioritization logic\" title=\"Copy direct link to chapter Chapter 5. Define scoring and prioritization logic\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<div class=\"mt-8 space-y-6\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-5-define-scoring-and-prioritization-logic-block-1\" data-am-block-id=\"chapter-5-define-scoring-and-prioritization-logic-block-1\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">7.1<\/span>Purpose<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-5-define-scoring-and-prioritization-logic-block-1\" aria-label=\"Copy direct link to section Purpose\" title=\"Copy direct link to section Purpose\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-5-define-scoring-and-prioritization-logic-block-2\" data-am-block-id=\"chapter-5-define-scoring-and-prioritization-logic-block-2\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Once ideas flow through a clear workflow, the next challenge is deciding which ideas deserve attention, investment, and ownership. Without shared scoring and prioritization logic, decisions quickly become subjective. This chapter explains how to design scoring in a way that supports judgment instead of replacing it, and how to prioritize ideas without creating false certainty.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-5-define-scoring-and-prioritization-logic-block-3\" data-am-block-id=\"chapter-5-define-scoring-and-prioritization-logic-block-3\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Scoring is not about calculating the right answer. It is about creating a structured conversation that makes trade offs explicit and decisions defensible.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-5-define-scoring-and-prioritization-logic-block-4\" data-am-block-id=\"chapter-5-define-scoring-and-prioritization-logic-block-4\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">7.2<\/span>Why scoring exists in innovation<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-5-define-scoring-and-prioritization-logic-block-4\" aria-label=\"Copy direct link to section Why scoring exists in innovation\" title=\"Copy direct link to section Why scoring exists in innovation\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-5-define-scoring-and-prioritization-logic-block-5\" data-am-block-id=\"chapter-5-define-scoring-and-prioritization-logic-block-5\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Innovation decisions are inherently uncertain. Early ideas lack data, assumptions are incomplete, and outcomes cannot be predicted with confidence. In this context, scoring should never pretend to be objective truth.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-5-define-scoring-and-prioritization-logic-block-6\" data-am-block-id=\"chapter-5-define-scoring-and-prioritization-logic-block-6\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">The role of scoring is to reduce bias, surface assumptions, and enable comparison. When scoring is absent, decisions default to enthusiasm, hierarchy, or timing. When scoring is over engineered, teams waste time debating numbers instead of learning.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-5-define-scoring-and-prioritization-logic-block-7\" data-am-block-id=\"chapter-5-define-scoring-and-prioritization-logic-block-7\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Good scoring sits between these extremes.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-5-define-scoring-and-prioritization-logic-block-8\" data-am-block-id=\"chapter-5-define-scoring-and-prioritization-logic-block-8\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">7.3<\/span>Progressive scoring instead of one time evaluation<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-5-define-scoring-and-prioritization-logic-block-8\" aria-label=\"Copy direct link to section Progressive scoring instead of one time evaluation\" title=\"Copy direct link to section Progressive scoring instead of one time evaluation\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-5-define-scoring-and-prioritization-logic-block-9\" data-am-block-id=\"chapter-5-define-scoring-and-prioritization-logic-block-9\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">A common mistake is applying a single, detailed scorecard to all ideas, regardless of maturity. This creates unnecessary effort early on and encourages teams to invent precision where none exists.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-5-define-scoring-and-prioritization-logic-block-10\" data-am-block-id=\"chapter-5-define-scoring-and-prioritization-logic-block-10\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Scoring should mature along with ideas. Early stages require lightweight criteria focused on relevance and potential. Later stages introduce feasibility, viability, and readiness considerations. Each stage asks only what is reasonable to answer at that point in time.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-5-define-scoring-and-prioritization-logic-block-11\" data-am-block-id=\"chapter-5-define-scoring-and-prioritization-logic-block-11\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">This progressive approach aligns scoring effort with decision value.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-5-define-scoring-and-prioritization-logic-block-12\" data-am-block-id=\"chapter-5-define-scoring-and-prioritization-logic-block-12\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">7.4<\/span>The innovation sweet spot<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-5-define-scoring-and-prioritization-logic-block-12\" aria-label=\"Copy direct link to section The innovation sweet spot\" title=\"Copy direct link to section The innovation sweet spot\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-5-define-scoring-and-prioritization-logic-block-13\" data-am-block-id=\"chapter-5-define-scoring-and-prioritization-logic-block-13\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">A practical way to structure scoring is around the innovation sweet spot: desirability, feasibility, and viability.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-5-define-scoring-and-prioritization-logic-block-14\" data-am-block-id=\"chapter-5-define-scoring-and-prioritization-logic-block-14\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Desirability asks whether the idea solves a real problem or creates meaningful value. Feasibility explores whether the organization can realistically deliver the idea. Viability considers whether the idea makes sense from a business or strategic perspective.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-5-define-scoring-and-prioritization-logic-block-15\" data-am-block-id=\"chapter-5-define-scoring-and-prioritization-logic-block-15\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">These dimensions do not produce a decision by themselves. They provide a balanced lens that prevents teams from optimizing one dimension at the expense of the others.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-5-define-scoring-and-prioritization-logic-block-16\" data-am-block-id=\"chapter-5-define-scoring-and-prioritization-logic-block-16\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">7.5<\/span>Scoring as a conversation tool<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-5-define-scoring-and-prioritization-logic-block-16\" aria-label=\"Copy direct link to section Scoring as a conversation tool\" title=\"Copy direct link to section Scoring as a conversation tool\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-5-define-scoring-and-prioritization-logic-block-17\" data-am-block-id=\"chapter-5-define-scoring-and-prioritization-logic-block-17\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Scores should be used to guide discussion, not to end it. Differences in scores are often more valuable than averages, as they reveal disagreement and uncertainty.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-5-define-scoring-and-prioritization-logic-block-18\" data-am-block-id=\"chapter-5-define-scoring-and-prioritization-logic-block-18\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Group scoring can be particularly powerful when designed well. It allows multiple perspectives to be captured without forcing consensus too early. The goal is not alignment on numbers, but alignment on understanding.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-5-define-scoring-and-prioritization-logic-block-19\" data-am-block-id=\"chapter-5-define-scoring-and-prioritization-logic-block-19\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Decisions should always be recorded with rationale. A documented decision supported by clear reasoning is more valuable than a high score without context.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-5-define-scoring-and-prioritization-logic-block-20\" data-am-block-id=\"chapter-5-define-scoring-and-prioritization-logic-block-20\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">7.6<\/span>Avoiding false precision<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-5-define-scoring-and-prioritization-logic-block-20\" aria-label=\"Copy direct link to section Avoiding false precision\" title=\"Copy direct link to section Avoiding false precision\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-5-define-scoring-and-prioritization-logic-block-21\" data-am-block-id=\"chapter-5-define-scoring-and-prioritization-logic-block-21\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">False precision is one of the most damaging patterns in innovation scoring. It occurs when teams use detailed scales and weighted formulas to create the illusion of accuracy.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-5-define-scoring-and-prioritization-logic-block-22\" data-am-block-id=\"chapter-5-define-scoring-and-prioritization-logic-block-22\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Early in the process, such precision is misleading. It shifts attention away from assumptions and toward arithmetic. Simple scales, clear criteria, and qualitative justification are usually sufficient.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-5-define-scoring-and-prioritization-logic-block-23\" data-am-block-id=\"chapter-5-define-scoring-and-prioritization-logic-block-23\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">As ideas mature and evidence increases, scoring can become more detailed. Precision should follow learning, not precede it.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-5-define-scoring-and-prioritization-logic-block-24\" data-am-block-id=\"chapter-5-define-scoring-and-prioritization-logic-block-24\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">7.7<\/span>Prioritization and decision making<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-5-define-scoring-and-prioritization-logic-block-24\" aria-label=\"Copy direct link to section Prioritization and decision making\" title=\"Copy direct link to section Prioritization and decision making\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-5-define-scoring-and-prioritization-logic-block-25\" data-am-block-id=\"chapter-5-define-scoring-and-prioritization-logic-block-25\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Scoring supports prioritization, but it does not replace it. Prioritization requires explicit choices about focus, capacity, and risk.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-5-define-scoring-and-prioritization-logic-block-26\" data-am-block-id=\"chapter-5-define-scoring-and-prioritization-logic-block-26\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">A prioritized list should reflect both scores and strategic context. Not all high scoring ideas should move forward simultaneously. Capacity constraints and portfolio balance matter.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-5-define-scoring-and-prioritization-logic-block-27\" data-am-block-id=\"chapter-5-define-scoring-and-prioritization-logic-block-27\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Clear prioritization protects teams from over commitment and preserves momentum.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-5-define-scoring-and-prioritization-logic-block-28\" data-am-block-id=\"chapter-5-define-scoring-and-prioritization-logic-block-28\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">7.8<\/span>Outputs of this chapter<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-5-define-scoring-and-prioritization-logic-block-28\" aria-label=\"Copy direct link to section Outputs of this chapter\" title=\"Copy direct link to section Outputs of this chapter\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-5-define-scoring-and-prioritization-logic-block-29\" data-am-block-id=\"chapter-5-define-scoring-and-prioritization-logic-block-29\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">By the end of this chapter, the following should be in place:<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ul id=\"chapter-5-define-scoring-and-prioritization-logic-block-30\" data-am-block-id=\"chapter-5-define-scoring-and-prioritization-logic-block-30\" class=\"am-document-body-copy am-document-muted list-disc space-y-1 pl-6 text-lg leading-7\"><li>A staged scoring approach aligned with the innovation workflow<\/li><li>A clear set of criteria per stage<\/li><li>Agreed rules for how scores inform decisions<\/li><\/ul>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-5-define-scoring-and-prioritization-logic-block-31\" data-am-block-id=\"chapter-5-define-scoring-and-prioritization-logic-block-31\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">These elements ensure that prioritization is structured and explainable.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-5-define-scoring-and-prioritization-logic-block-32\" data-am-block-id=\"chapter-5-define-scoring-and-prioritization-logic-block-32\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">7.9<\/span>Referenced artifacts<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-5-define-scoring-and-prioritization-logic-block-32\" aria-label=\"Copy direct link to section Referenced artifacts\" title=\"Copy direct link to section Referenced artifacts\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-5-define-scoring-and-prioritization-logic-block-33\" data-am-block-id=\"chapter-5-define-scoring-and-prioritization-logic-block-33\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">This chapter connects to, but does not include, the following assets:<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ul id=\"chapter-5-define-scoring-and-prioritization-logic-block-34\" data-am-block-id=\"chapter-5-define-scoring-and-prioritization-logic-block-34\" class=\"am-document-body-copy am-document-muted list-disc space-y-1 pl-6 text-lg leading-7\"><li>Scorecard templates<\/li><li>Group decision tooling<\/li><\/ul>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-5-define-scoring-and-prioritization-logic-block-35\" data-am-block-id=\"chapter-5-define-scoring-and-prioritization-logic-block-35\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">7.10<\/span>Innovationlands example<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-5-define-scoring-and-prioritization-logic-block-35\" aria-label=\"Copy direct link to section Innovationlands example\" title=\"Copy direct link to section Innovationlands example\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-5-define-scoring-and-prioritization-logic-block-36\" data-am-block-id=\"chapter-5-define-scoring-and-prioritization-logic-block-36\" class=\"am-document-body-copy am-document-example-block rounded-[1.5rem] px-6 py-5 text-lg leading-8\">SituationAt Innovationlands, ideas are discussed based on enthusiasm and presentation quality. Stopping ideas feels political.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-5-define-scoring-and-prioritization-logic-block-37\" data-am-block-id=\"chapter-5-define-scoring-and-prioritization-logic-block-37\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">ApplicationA lightweight scorecard is introduced, starting with relevance and potential, and expanding to desirability, feasibility, and viability as ideas mature. Group scoring is used to surface differences in perspective.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-5-define-scoring-and-prioritization-logic-block-38\" data-am-block-id=\"chapter-5-define-scoring-and-prioritization-logic-block-38\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">OutcomeDiscussions become structured, assumptions are made explicit, and decisions can be explained without personal defensiveness.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t<\/section>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<section class=\"am-document-chapter rounded-[2rem] p-8 md:p-10\" id=\"chapter-6-activate-idea-collection-deliberately\" data-am-chapter-id=\"chapter-6-activate-idea-collection-deliberately\">\n\t\t\t\t\t\t\t\t<h2 data-am-block-id=\"chapter-6-activate-idea-collection-deliberately\" class=\"font-serif text-4xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-2xl text-signal\">8.<\/span><span>Chapter 6. Activate idea collection deliberately<\/span><\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-6-activate-idea-collection-deliberately\" aria-label=\"Copy direct link to chapter Chapter 6. Activate idea collection deliberately\" title=\"Copy direct link to chapter Chapter 6. Activate idea collection deliberately\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<div class=\"mt-8 space-y-6\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-6-activate-idea-collection-deliberately-block-1\" data-am-block-id=\"chapter-6-activate-idea-collection-deliberately-block-1\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">8.1<\/span>Purpose<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-6-activate-idea-collection-deliberately-block-1\" aria-label=\"Copy direct link to section Purpose\" title=\"Copy direct link to section Purpose\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-6-activate-idea-collection-deliberately-block-2\" data-am-block-id=\"chapter-6-activate-idea-collection-deliberately-block-2\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Idea collection is often treated as the starting point of innovation. In reality, it should be treated as a deliberate intervention. This chapter explains how to activate idea collection in a way that generates relevant input, respects contributors, and supports decision making instead of overwhelming it.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-6-activate-idea-collection-deliberately-block-3\" data-am-block-id=\"chapter-6-activate-idea-collection-deliberately-block-3\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Collecting ideas without clear intent, workflow, and follow up creates noise and frustration. Done well, idea collection becomes a powerful way to surface insight, engage people, and strengthen decision quality.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-6-activate-idea-collection-deliberately-block-4\" data-am-block-id=\"chapter-6-activate-idea-collection-deliberately-block-4\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">8.2<\/span>Why more ideas are rarely the answer<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-6-activate-idea-collection-deliberately-block-4\" aria-label=\"Copy direct link to section Why more ideas are rarely the answer\" title=\"Copy direct link to section Why more ideas are rarely the answer\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-6-activate-idea-collection-deliberately-block-5\" data-am-block-id=\"chapter-6-activate-idea-collection-deliberately-block-5\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Many organizations equate innovation success with idea volume. When engagement is low, the reflex is often to launch another campaign or open a permanent idea box.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-6-activate-idea-collection-deliberately-block-6\" data-am-block-id=\"chapter-6-activate-idea-collection-deliberately-block-6\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">This approach ignores a fundamental constraint: attention. Every idea submitted creates an expectation of review and follow up. When organizations collect more ideas than they can process, trust erodes quickly.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-6-activate-idea-collection-deliberately-block-7\" data-am-block-id=\"chapter-6-activate-idea-collection-deliberately-block-7\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Effective idea collection optimizes for relevance and learning, not volume.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-6-activate-idea-collection-deliberately-block-8\" data-am-block-id=\"chapter-6-activate-idea-collection-deliberately-block-8\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">8.3<\/span>Two modes of idea collection<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-6-activate-idea-collection-deliberately-block-8\" aria-label=\"Copy direct link to section Two modes of idea collection\" title=\"Copy direct link to section Two modes of idea collection\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-6-activate-idea-collection-deliberately-block-9\" data-am-block-id=\"chapter-6-activate-idea-collection-deliberately-block-9\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">There are two primary modes of idea collection, each serving a different purpose.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-6-activate-idea-collection-deliberately-block-10\" data-am-block-id=\"chapter-6-activate-idea-collection-deliberately-block-10\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Targeted campaigns are used when the organization is seeking input on a specific challenge or opportunity. They are time bound, focused, and designed to support a defined decision moment. Campaigns work best when intent and focus areas are already clear.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-6-activate-idea-collection-deliberately-block-11\" data-am-block-id=\"chapter-6-activate-idea-collection-deliberately-block-11\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Continuous intake is used to capture signals, observations, and incremental suggestions. It should remain lightweight and clearly positioned as exploratory input rather than guaranteed follow up.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-6-activate-idea-collection-deliberately-block-12\" data-am-block-id=\"chapter-6-activate-idea-collection-deliberately-block-12\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Confusing these two modes leads to disappointment. Campaigns promise attention. Continuous intake does not.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-6-activate-idea-collection-deliberately-block-13\" data-am-block-id=\"chapter-6-activate-idea-collection-deliberately-block-13\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">8.4<\/span>Designing effective campaigns<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-6-activate-idea-collection-deliberately-block-13\" aria-label=\"Copy direct link to section Designing effective campaigns\" title=\"Copy direct link to section Designing effective campaigns\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-6-activate-idea-collection-deliberately-block-14\" data-am-block-id=\"chapter-6-activate-idea-collection-deliberately-block-14\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">A good campaign starts with a clear question. Contributors should understand why input is requested, how it will be used, and when decisions will be made.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-6-activate-idea-collection-deliberately-block-15\" data-am-block-id=\"chapter-6-activate-idea-collection-deliberately-block-15\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Campaigns should be limited in duration and scope. Open ended campaigns tend to drift and lose momentum. A defined start and end creates urgency and focus.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-6-activate-idea-collection-deliberately-block-16\" data-am-block-id=\"chapter-6-activate-idea-collection-deliberately-block-16\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Equally important is communication. Contributors should know what happens after submission. Silence after a campaign is one of the fastest ways to disengage people.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-6-activate-idea-collection-deliberately-block-17\" data-am-block-id=\"chapter-6-activate-idea-collection-deliberately-block-17\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">8.5<\/span>Managing expectations and follow up<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-6-activate-idea-collection-deliberately-block-17\" aria-label=\"Copy direct link to section Managing expectations and follow up\" title=\"Copy direct link to section Managing expectations and follow up\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-6-activate-idea-collection-deliberately-block-18\" data-am-block-id=\"chapter-6-activate-idea-collection-deliberately-block-18\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Expectation management is a core responsibility of innovation management.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-6-activate-idea-collection-deliberately-block-19\" data-am-block-id=\"chapter-6-activate-idea-collection-deliberately-block-19\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Not every idea will move forward, and that is normal. What matters is that contributors receive closure. Clear communication about outcomes builds trust, even when ideas are stopped.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-6-activate-idea-collection-deliberately-block-20\" data-am-block-id=\"chapter-6-activate-idea-collection-deliberately-block-20\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Follow up does not require long explanations. It requires honesty, consistency, and respect for the effort people invested.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-6-activate-idea-collection-deliberately-block-21\" data-am-block-id=\"chapter-6-activate-idea-collection-deliberately-block-21\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">8.6<\/span>Avoiding idea overload<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-6-activate-idea-collection-deliberately-block-21\" aria-label=\"Copy direct link to section Avoiding idea overload\" title=\"Copy direct link to section Avoiding idea overload\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-6-activate-idea-collection-deliberately-block-22\" data-am-block-id=\"chapter-6-activate-idea-collection-deliberately-block-22\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Idea overload occurs when collection outpaces evaluation and decision making. The result is backlog, delays, and declining engagement.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-6-activate-idea-collection-deliberately-block-23\" data-am-block-id=\"chapter-6-activate-idea-collection-deliberately-block-23\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">To prevent this, idea collection must be paced deliberately. Campaign frequency, intake volume, and decision cadence must be aligned. If decisions slow down, collection should slow down as well.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-6-activate-idea-collection-deliberately-block-24\" data-am-block-id=\"chapter-6-activate-idea-collection-deliberately-block-24\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Innovation managers should feel permitted to pause collection when necessary. Activity without follow up is worse than inactivity.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-6-activate-idea-collection-deliberately-block-25\" data-am-block-id=\"chapter-6-activate-idea-collection-deliberately-block-25\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">8.7<\/span>Outputs of this chapter<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-6-activate-idea-collection-deliberately-block-25\" aria-label=\"Copy direct link to section Outputs of this chapter\" title=\"Copy direct link to section Outputs of this chapter\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-6-activate-idea-collection-deliberately-block-26\" data-am-block-id=\"chapter-6-activate-idea-collection-deliberately-block-26\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">By the end of this chapter, the following should be clear:<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ul id=\"chapter-6-activate-idea-collection-deliberately-block-27\" data-am-block-id=\"chapter-6-activate-idea-collection-deliberately-block-27\" class=\"am-document-body-copy am-document-muted list-disc space-y-1 pl-6 text-lg leading-7\"><li>When to use campaigns versus continuous intake<\/li><li>How campaigns are designed and communicated<\/li><li>How follow up and closure are handled<\/li><\/ul>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-6-activate-idea-collection-deliberately-block-28\" data-am-block-id=\"chapter-6-activate-idea-collection-deliberately-block-28\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">These choices determine whether idea collection strengthens or undermines the innovation system.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-6-activate-idea-collection-deliberately-block-29\" data-am-block-id=\"chapter-6-activate-idea-collection-deliberately-block-29\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">8.8<\/span>Referenced artifacts<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-6-activate-idea-collection-deliberately-block-29\" aria-label=\"Copy direct link to section Referenced artifacts\" title=\"Copy direct link to section Referenced artifacts\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-6-activate-idea-collection-deliberately-block-30\" data-am-block-id=\"chapter-6-activate-idea-collection-deliberately-block-30\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">This chapter connects to, but does not include, the following assets:<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ul id=\"chapter-6-activate-idea-collection-deliberately-block-31\" data-am-block-id=\"chapter-6-activate-idea-collection-deliberately-block-31\" class=\"am-document-body-copy am-document-muted list-disc space-y-1 pl-6 text-lg leading-7\"><li>Idea collecting playbook<\/li><li>Campaign builder<\/li><li>Communication checklists<\/li><\/ul>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-6-activate-idea-collection-deliberately-block-32\" data-am-block-id=\"chapter-6-activate-idea-collection-deliberately-block-32\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">8.9<\/span>Innovationlands example<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-6-activate-idea-collection-deliberately-block-32\" aria-label=\"Copy direct link to section Innovationlands example\" title=\"Copy direct link to section Innovationlands example\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-6-activate-idea-collection-deliberately-block-33\" data-am-block-id=\"chapter-6-activate-idea-collection-deliberately-block-33\" class=\"am-document-body-copy am-document-example-block rounded-[1.5rem] px-6 py-5 text-lg leading-8\">SituationAt Innovationlands, an always open idea box generates a high volume of unfocused ideas. Many contributors never receive feedback.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-6-activate-idea-collection-deliberately-block-34\" data-am-block-id=\"chapter-6-activate-idea-collection-deliberately-block-34\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">ApplicationThe innovation team introduces targeted campaigns linked to specific challenges and repositions the idea box as a lightweight signal channel. Campaigns are time bound and followed by clear communication.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-6-activate-idea-collection-deliberately-block-35\" data-am-block-id=\"chapter-6-activate-idea-collection-deliberately-block-35\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">OutcomeInput quality improves, processing becomes manageable, and contributor trust increases.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t<\/section>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<section class=\"am-document-chapter rounded-[2rem] p-8 md:p-10\" id=\"chapter-7-enrich-ideas-for-decisions\" data-am-chapter-id=\"chapter-7-enrich-ideas-for-decisions\">\n\t\t\t\t\t\t\t\t<h2 data-am-block-id=\"chapter-7-enrich-ideas-for-decisions\" class=\"font-serif text-4xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-2xl text-signal\">9.<\/span><span>Chapter 7. Enrich ideas for decisions<\/span><\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-7-enrich-ideas-for-decisions\" aria-label=\"Copy direct link to chapter Chapter 7. Enrich ideas for decisions\" title=\"Copy direct link to chapter Chapter 7. Enrich ideas for decisions\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<div class=\"mt-8 space-y-6\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-7-enrich-ideas-for-decisions-block-1\" data-am-block-id=\"chapter-7-enrich-ideas-for-decisions-block-1\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">9.1<\/span>Purpose<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-7-enrich-ideas-for-decisions-block-1\" aria-label=\"Copy direct link to section Purpose\" title=\"Copy direct link to section Purpose\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-7-enrich-ideas-for-decisions-block-2\" data-am-block-id=\"chapter-7-enrich-ideas-for-decisions-block-2\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Ideas rarely arrive in a form that supports good decisions. They are often incomplete, solution biased, or based on untested assumptions. The purpose of enrichment is not to perfect ideas, but to reduce uncertainty to a level where a meaningful decision can be made. This chapter explains how to enrich ideas deliberately and proportionally, without turning enrichment into bureaucracy.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-7-enrich-ideas-for-decisions-block-3\" data-am-block-id=\"chapter-7-enrich-ideas-for-decisions-block-3\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Enrichment exists to serve decisions. When enrichment becomes an end in itself, innovation slows down and momentum is lost.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-7-enrich-ideas-for-decisions-block-4\" data-am-block-id=\"chapter-7-enrich-ideas-for-decisions-block-4\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">9.2<\/span>Why enrichment matters<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-7-enrich-ideas-for-decisions-block-4\" aria-label=\"Copy direct link to section Why enrichment matters\" title=\"Copy direct link to section Why enrichment matters\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-7-enrich-ideas-for-decisions-block-5\" data-am-block-id=\"chapter-7-enrich-ideas-for-decisions-block-5\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">After ideas are collected, organizations often face a gap between input and decision. Ideas feel promising but vague. Decision makers hesitate because key questions are unanswered, while contributors feel their ideas are being ignored.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-7-enrich-ideas-for-decisions-block-6\" data-am-block-id=\"chapter-7-enrich-ideas-for-decisions-block-6\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Enrichment bridges this gap. It transforms raw ideas into decision ready propositions by clarifying the problem, the value, and the main assumptions. Without enrichment, scoring becomes guesswork and prioritization becomes political.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-7-enrich-ideas-for-decisions-block-7\" data-am-block-id=\"chapter-7-enrich-ideas-for-decisions-block-7\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">9.3<\/span>Enrichment is not documentation<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-7-enrich-ideas-for-decisions-block-7\" aria-label=\"Copy direct link to section Enrichment is not documentation\" title=\"Copy direct link to section Enrichment is not documentation\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-7-enrich-ideas-for-decisions-block-8\" data-am-block-id=\"chapter-7-enrich-ideas-for-decisions-block-8\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">A common misconception is that enrichment means adding more detail or filling out extensive templates. In practice, this often creates the opposite of clarity. Long descriptions hide uncertainty instead of exposing it.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-7-enrich-ideas-for-decisions-block-9\" data-am-block-id=\"chapter-7-enrich-ideas-for-decisions-block-9\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Effective enrichment focuses on a small number of critical questions. What problem are we solving. For whom. Why does it matter. What would need to be true for this idea to work. These questions surface assumptions that can be discussed and challenged.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-7-enrich-ideas-for-decisions-block-10\" data-am-block-id=\"chapter-7-enrich-ideas-for-decisions-block-10\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">The goal is shared understanding, not completeness.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-7-enrich-ideas-for-decisions-block-11\" data-am-block-id=\"chapter-7-enrich-ideas-for-decisions-block-11\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">9.4<\/span>Who enriches ideas<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-7-enrich-ideas-for-decisions-block-11\" aria-label=\"Copy direct link to section Who enriches ideas\" title=\"Copy direct link to section Who enriches ideas\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-7-enrich-ideas-for-decisions-block-12\" data-am-block-id=\"chapter-7-enrich-ideas-for-decisions-block-12\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Enrichment should be collaborative. The original contributor brings context and intent. Others add perspective, challenge assumptions, and contribute knowledge.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-7-enrich-ideas-for-decisions-block-13\" data-am-block-id=\"chapter-7-enrich-ideas-for-decisions-block-13\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">The innovation owner plays a facilitating role, ensuring that enrichment stays focused on the next decision rather than drifting into solution design or business planning too early.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-7-enrich-ideas-for-decisions-block-14\" data-am-block-id=\"chapter-7-enrich-ideas-for-decisions-block-14\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Business owners should not be assigned at this stage. Their involvement becomes relevant only once uncertainty has been reduced and a decision to invest is near.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-7-enrich-ideas-for-decisions-block-15\" data-am-block-id=\"chapter-7-enrich-ideas-for-decisions-block-15\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">9.5<\/span>Matching enrichment effort to idea maturity<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-7-enrich-ideas-for-decisions-block-15\" aria-label=\"Copy direct link to section Matching enrichment effort to idea maturity\" title=\"Copy direct link to section Matching enrichment effort to idea maturity\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-7-enrich-ideas-for-decisions-block-16\" data-am-block-id=\"chapter-7-enrich-ideas-for-decisions-block-16\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Not all ideas require the same level of enrichment. Early stage ideas need lightweight clarification. More mature ideas may require deeper exploration of feasibility or impact.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-7-enrich-ideas-for-decisions-block-17\" data-am-block-id=\"chapter-7-enrich-ideas-for-decisions-block-17\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">The enrichment effort should always match the decision being prepared. If the next decision is whether to explore further, enrichment should focus on relevance and potential. If the next decision is whether to invest, enrichment should address risks and readiness.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-7-enrich-ideas-for-decisions-block-18\" data-am-block-id=\"chapter-7-enrich-ideas-for-decisions-block-18\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Over enriching too early wastes time. Under enriching too late creates risk.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-7-enrich-ideas-for-decisions-block-19\" data-am-block-id=\"chapter-7-enrich-ideas-for-decisions-block-19\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">9.6<\/span>Avoiding common enrichment traps<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-7-enrich-ideas-for-decisions-block-19\" aria-label=\"Copy direct link to section Avoiding common enrichment traps\" title=\"Copy direct link to section Avoiding common enrichment traps\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-7-enrich-ideas-for-decisions-block-20\" data-am-block-id=\"chapter-7-enrich-ideas-for-decisions-block-20\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Several traps repeatedly undermine enrichment.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-7-enrich-ideas-for-decisions-block-21\" data-am-block-id=\"chapter-7-enrich-ideas-for-decisions-block-21\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">One is turning enrichment into a gatekeeping exercise where ideas are judged on writing quality rather than substance. Another is expecting certainty where learning is still required. A third is allowing enrichment to drag on without a clear decision moment.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-7-enrich-ideas-for-decisions-block-22\" data-am-block-id=\"chapter-7-enrich-ideas-for-decisions-block-22\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Clear time boxing and explicit decision questions help avoid these traps.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-7-enrich-ideas-for-decisions-block-23\" data-am-block-id=\"chapter-7-enrich-ideas-for-decisions-block-23\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">9.7<\/span>Outputs of this chapter<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-7-enrich-ideas-for-decisions-block-23\" aria-label=\"Copy direct link to section Outputs of this chapter\" title=\"Copy direct link to section Outputs of this chapter\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-7-enrich-ideas-for-decisions-block-24\" data-am-block-id=\"chapter-7-enrich-ideas-for-decisions-block-24\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">By the end of this chapter, enrichment should result in:<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ul id=\"chapter-7-enrich-ideas-for-decisions-block-25\" data-am-block-id=\"chapter-7-enrich-ideas-for-decisions-block-25\" class=\"am-document-body-copy am-document-muted list-disc space-y-1 pl-6 text-lg leading-7\"><li>A clearly framed problem or opportunity<\/li><li>An articulated value hypothesis<\/li><li>A small set of explicit assumptions<\/li><\/ul>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-7-enrich-ideas-for-decisions-block-26\" data-am-block-id=\"chapter-7-enrich-ideas-for-decisions-block-26\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">These outputs enable scoring and prioritization to be based on understanding rather than guesswork.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-7-enrich-ideas-for-decisions-block-27\" data-am-block-id=\"chapter-7-enrich-ideas-for-decisions-block-27\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">9.8<\/span>Referenced artifacts<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-7-enrich-ideas-for-decisions-block-27\" aria-label=\"Copy direct link to section Referenced artifacts\" title=\"Copy direct link to section Referenced artifacts\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-7-enrich-ideas-for-decisions-block-28\" data-am-block-id=\"chapter-7-enrich-ideas-for-decisions-block-28\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">This chapter connects to, but does not include, the following assets:<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ul id=\"chapter-7-enrich-ideas-for-decisions-block-29\" data-am-block-id=\"chapter-7-enrich-ideas-for-decisions-block-29\" class=\"am-document-body-copy am-document-muted list-disc space-y-1 pl-6 text-lg leading-7\"><li>Enrichment canvases<\/li><li>Problem discovery tools<\/li><\/ul>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-7-enrich-ideas-for-decisions-block-30\" data-am-block-id=\"chapter-7-enrich-ideas-for-decisions-block-30\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">9.9<\/span>Innovationlands example<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-7-enrich-ideas-for-decisions-block-30\" aria-label=\"Copy direct link to section Innovationlands example\" title=\"Copy direct link to section Innovationlands example\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-7-enrich-ideas-for-decisions-block-31\" data-am-block-id=\"chapter-7-enrich-ideas-for-decisions-block-31\" class=\"am-document-body-copy am-document-example-block rounded-[1.5rem] px-6 py-5 text-lg leading-8\">SituationAt Innovationlands, ideas are submitted as short solution slogans, making it difficult to compare or evaluate them.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-7-enrich-ideas-for-decisions-block-32\" data-am-block-id=\"chapter-7-enrich-ideas-for-decisions-block-32\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">ApplicationThe innovation team introduces a simple enrichment approach focused on problem clarity, target group, and key assumptions. Enrichment is time boxed and linked to an upcoming decision.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-7-enrich-ideas-for-decisions-block-33\" data-am-block-id=\"chapter-7-enrich-ideas-for-decisions-block-33\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">OutcomeIdeas become comparable, discussions improve in quality, and decisions are made with greater confidence.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t<\/section>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<section class=\"am-document-chapter rounded-[2rem] p-8 md:p-10\" id=\"chapter-8-make-decisions-and-prioritize\" data-am-chapter-id=\"chapter-8-make-decisions-and-prioritize\">\n\t\t\t\t\t\t\t\t<h2 data-am-block-id=\"chapter-8-make-decisions-and-prioritize\" class=\"font-serif text-4xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-2xl text-signal\">10.<\/span><span>Chapter 8. Make decisions and prioritize<\/span><\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-8-make-decisions-and-prioritize\" aria-label=\"Copy direct link to chapter Chapter 8. Make decisions and prioritize\" title=\"Copy direct link to chapter Chapter 8. Make decisions and prioritize\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<div class=\"mt-8 space-y-6\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-8-make-decisions-and-prioritize-block-1\" data-am-block-id=\"chapter-8-make-decisions-and-prioritize-block-1\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">10.1<\/span>Purpose<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-8-make-decisions-and-prioritize-block-1\" aria-label=\"Copy direct link to section Purpose\" title=\"Copy direct link to section Purpose\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-8-make-decisions-and-prioritize-block-2\" data-am-block-id=\"chapter-8-make-decisions-and-prioritize-block-2\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Innovation only creates value when decisions are made. Collecting ideas, enriching them, and scoring them all serve a single goal: enabling clear choices about what moves forward and what does not. This chapter explains how to turn preparation into decisions, and how to prioritize without diluting focus or momentum.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-8-make-decisions-and-prioritize-block-3\" data-am-block-id=\"chapter-8-make-decisions-and-prioritize-block-3\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Decision making is where innovation systems are tested. If decisions are delayed, avoided, or endlessly revisited, the system loses credibility. When decisions are explicit and documented, innovation becomes manageable.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-8-make-decisions-and-prioritize-block-4\" data-am-block-id=\"chapter-8-make-decisions-and-prioritize-block-4\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">10.2<\/span>Why decisions stall<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-8-make-decisions-and-prioritize-block-4\" aria-label=\"Copy direct link to section Why decisions stall\" title=\"Copy direct link to section Why decisions stall\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-8-make-decisions-and-prioritize-block-5\" data-am-block-id=\"chapter-8-make-decisions-and-prioritize-block-5\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Decisions often stall because organizations confuse discussion with progress. Meetings are held, viewpoints are shared, and concerns are raised, but no clear outcome is produced.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-8-make-decisions-and-prioritize-block-6\" data-am-block-id=\"chapter-8-make-decisions-and-prioritize-block-6\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">This usually happens when decision authority is unclear, criteria are ambiguous, or the cost of stopping ideas feels politically risky. In such environments, postponing decisions feels safer than making them.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-8-make-decisions-and-prioritize-block-7\" data-am-block-id=\"chapter-8-make-decisions-and-prioritize-block-7\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">An effective innovation system treats indecision as a risk, not a neutral state.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-8-make-decisions-and-prioritize-block-8\" data-am-block-id=\"chapter-8-make-decisions-and-prioritize-block-8\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">10.3<\/span>Turning preparation into decisions<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-8-make-decisions-and-prioritize-block-8\" aria-label=\"Copy direct link to section Turning preparation into decisions\" title=\"Copy direct link to section Turning preparation into decisions\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-8-make-decisions-and-prioritize-block-9\" data-am-block-id=\"chapter-8-make-decisions-and-prioritize-block-9\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Preparation exists to support a specific decision moment. Scoring, enrichment, and discussion should all point toward a clear question: advance, pause, or stop.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-8-make-decisions-and-prioritize-block-10\" data-am-block-id=\"chapter-8-make-decisions-and-prioritize-block-10\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Decision meetings should therefore be designed around outcomes, not conversation. Input is prepared beforehand. The meeting itself exists to decide and document the result.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-8-make-decisions-and-prioritize-block-11\" data-am-block-id=\"chapter-8-make-decisions-and-prioritize-block-11\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">When preparation is disconnected from a decision moment, it expands endlessly and loses purpose.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-8-make-decisions-and-prioritize-block-12\" data-am-block-id=\"chapter-8-make-decisions-and-prioritize-block-12\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">10.4<\/span>Decision outcomes and their meaning<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-8-make-decisions-and-prioritize-block-12\" aria-label=\"Copy direct link to section Decision outcomes and their meaning\" title=\"Copy direct link to section Decision outcomes and their meaning\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-8-make-decisions-and-prioritize-block-13\" data-am-block-id=\"chapter-8-make-decisions-and-prioritize-block-13\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Every decision gate should have a limited set of possible outcomes. Typically, these include advancing an idea to the next stage, requesting targeted enrichment, parking it for later reconsideration, or stopping it entirely.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-8-make-decisions-and-prioritize-block-14\" data-am-block-id=\"chapter-8-make-decisions-and-prioritize-block-14\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Each outcome should be treated as a valid decision. Stopping ideas is not failure. It is an essential mechanism for maintaining focus and protecting resources.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-8-make-decisions-and-prioritize-block-15\" data-am-block-id=\"chapter-8-make-decisions-and-prioritize-block-15\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Clear outcomes reduce ambiguity and prevent ideas from drifting without direction.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-8-make-decisions-and-prioritize-block-16\" data-am-block-id=\"chapter-8-make-decisions-and-prioritize-block-16\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">10.5<\/span>Prioritization is about focus, not ranking<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-8-make-decisions-and-prioritize-block-16\" aria-label=\"Copy direct link to section Prioritization is about focus, not ranking\" title=\"Copy direct link to section Prioritization is about focus, not ranking\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-8-make-decisions-and-prioritize-block-17\" data-am-block-id=\"chapter-8-make-decisions-and-prioritize-block-17\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Prioritization is often misunderstood as creating a ranked list of ideas. While ranking can support discussion, prioritization ultimately requires choices about capacity and sequencing.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-8-make-decisions-and-prioritize-block-18\" data-am-block-id=\"chapter-8-make-decisions-and-prioritize-block-18\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">A small number of well chosen initiatives executed properly create more value than a long list of approved ideas without ownership. Prioritization should therefore reflect not only scores, but also available capacity, strategic balance, and risk appetite.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-8-make-decisions-and-prioritize-block-19\" data-am-block-id=\"chapter-8-make-decisions-and-prioritize-block-19\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">This means that some high scoring ideas may be delayed or declined, and that decision must be explainable.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-8-make-decisions-and-prioritize-block-20\" data-am-block-id=\"chapter-8-make-decisions-and-prioritize-block-20\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">10.6<\/span>Documenting decisions<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-8-make-decisions-and-prioritize-block-20\" aria-label=\"Copy direct link to section Documenting decisions\" title=\"Copy direct link to section Documenting decisions\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-8-make-decisions-and-prioritize-block-21\" data-am-block-id=\"chapter-8-make-decisions-and-prioritize-block-21\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Documenting decisions is a critical but frequently neglected practice. Without documentation, decisions are easily questioned or reversed, and learning is lost.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-8-make-decisions-and-prioritize-block-22\" data-am-block-id=\"chapter-8-make-decisions-and-prioritize-block-22\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Decision records do not need to be extensive. They should capture the decision made, the rationale, and any key assumptions. This creates transparency and enables reflection over time.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-8-make-decisions-and-prioritize-block-23\" data-am-block-id=\"chapter-8-make-decisions-and-prioritize-block-23\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Documented decisions also protect innovation managers by providing a clear reference when decisions are challenged later.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-8-make-decisions-and-prioritize-block-24\" data-am-block-id=\"chapter-8-make-decisions-and-prioritize-block-24\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">10.7<\/span>Common decision making pitfalls<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-8-make-decisions-and-prioritize-block-24\" aria-label=\"Copy direct link to section Common decision making pitfalls\" title=\"Copy direct link to section Common decision making pitfalls\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-8-make-decisions-and-prioritize-block-25\" data-am-block-id=\"chapter-8-make-decisions-and-prioritize-block-25\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Several pitfalls repeatedly undermine innovation decision making.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-8-make-decisions-and-prioritize-block-26\" data-am-block-id=\"chapter-8-make-decisions-and-prioritize-block-26\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">One is allowing ideas to linger without a formal outcome. Another is reopening decisions without new information. A third is prioritizing based on availability of sponsors rather than strategic relevance.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-8-make-decisions-and-prioritize-block-27\" data-am-block-id=\"chapter-8-make-decisions-and-prioritize-block-27\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">These patterns erode trust and slow progress. Clear decision rules and discipline are required to avoid them.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-8-make-decisions-and-prioritize-block-28\" data-am-block-id=\"chapter-8-make-decisions-and-prioritize-block-28\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">10.8<\/span>Outputs of this chapter<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-8-make-decisions-and-prioritize-block-28\" aria-label=\"Copy direct link to section Outputs of this chapter\" title=\"Copy direct link to section Outputs of this chapter\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-8-make-decisions-and-prioritize-block-29\" data-am-block-id=\"chapter-8-make-decisions-and-prioritize-block-29\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">By the end of this chapter, the following should be in place:<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ul id=\"chapter-8-make-decisions-and-prioritize-block-30\" data-am-block-id=\"chapter-8-make-decisions-and-prioritize-block-30\" class=\"am-document-body-copy am-document-muted list-disc space-y-1 pl-6 text-lg leading-7\"><li>Defined decision outcomes per stage gate<\/li><li>Clear prioritization rules linked to capacity<\/li><li>A consistent approach to documenting decisions<\/li><\/ul>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-8-make-decisions-and-prioritize-block-31\" data-am-block-id=\"chapter-8-make-decisions-and-prioritize-block-31\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">These elements ensure that decisions are final, explainable, and actionable.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-8-make-decisions-and-prioritize-block-32\" data-am-block-id=\"chapter-8-make-decisions-and-prioritize-block-32\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">10.9<\/span>Referenced artifacts<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-8-make-decisions-and-prioritize-block-32\" aria-label=\"Copy direct link to section Referenced artifacts\" title=\"Copy direct link to section Referenced artifacts\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-8-make-decisions-and-prioritize-block-33\" data-am-block-id=\"chapter-8-make-decisions-and-prioritize-block-33\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">This chapter connects to, but does not include, the following assets:<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ul id=\"chapter-8-make-decisions-and-prioritize-block-34\" data-am-block-id=\"chapter-8-make-decisions-and-prioritize-block-34\" class=\"am-document-body-copy am-document-muted list-disc space-y-1 pl-6 text-lg leading-7\"><li>Decision logs<\/li><li>Group decision summaries<\/li><\/ul>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-8-make-decisions-and-prioritize-block-35\" data-am-block-id=\"chapter-8-make-decisions-and-prioritize-block-35\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">10.10<\/span>Innovationlands example<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-8-make-decisions-and-prioritize-block-35\" aria-label=\"Copy direct link to section Innovationlands example\" title=\"Copy direct link to section Innovationlands example\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-8-make-decisions-and-prioritize-block-36\" data-am-block-id=\"chapter-8-make-decisions-and-prioritize-block-36\" class=\"am-document-body-copy am-document-example-block rounded-[1.5rem] px-6 py-5 text-lg leading-8\">SituationAt Innovationlands, ideas often linger without resolution. Meetings generate discussion but no clear outcomes, and priorities shift frequently.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-8-make-decisions-and-prioritize-block-37\" data-am-block-id=\"chapter-8-make-decisions-and-prioritize-block-37\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">ApplicationDecision gates are introduced with explicit outcomes. Ideas are either advanced, enriched further, parked, or stopped. Decisions are documented and reviewed regularly.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-8-make-decisions-and-prioritize-block-38\" data-am-block-id=\"chapter-8-make-decisions-and-prioritize-block-38\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">OutcomeFocus increases, momentum improves, and contributors understand where ideas stand and why.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t<\/section>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<section class=\"am-document-chapter rounded-[2rem] p-8 md:p-10\" id=\"chapter-9-transition-from-idea-to-execution\" data-am-chapter-id=\"chapter-9-transition-from-idea-to-execution\">\n\t\t\t\t\t\t\t\t<h2 data-am-block-id=\"chapter-9-transition-from-idea-to-execution\" class=\"font-serif text-4xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-2xl text-signal\">11.<\/span><span>Chapter 9. Transition from idea to execution<\/span><\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-9-transition-from-idea-to-execution\" aria-label=\"Copy direct link to chapter Chapter 9. Transition from idea to execution\" title=\"Copy direct link to chapter Chapter 9. Transition from idea to execution\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<div class=\"mt-8 space-y-6\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-9-transition-from-idea-to-execution-block-1\" data-am-block-id=\"chapter-9-transition-from-idea-to-execution-block-1\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">11.1<\/span>Purpose<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-9-transition-from-idea-to-execution-block-1\" aria-label=\"Copy direct link to section Purpose\" title=\"Copy direct link to section Purpose\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-9-transition-from-idea-to-execution-block-2\" data-am-block-id=\"chapter-9-transition-from-idea-to-execution-block-2\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Many innovation efforts break down at the moment they should accelerate. Ideas are approved, enthusiasm is high, yet execution stalls or drifts. This chapter explains how to transition ideas into execution in a disciplined way that preserves momentum, clarifies ownership, and prevents loss of intent.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-9-transition-from-idea-to-execution-block-3\" data-am-block-id=\"chapter-9-transition-from-idea-to-execution-block-3\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">The transition from idea to execution is not a handoff of documents. It is a shift in responsibility and risk. If that shift is not made explicit, ideas remain stuck between exploration and delivery.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-9-transition-from-idea-to-execution-block-4\" data-am-block-id=\"chapter-9-transition-from-idea-to-execution-block-4\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">11.2<\/span>Why the transition is a critical moment<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-9-transition-from-idea-to-execution-block-4\" aria-label=\"Copy direct link to section Why the transition is a critical moment\" title=\"Copy direct link to section Why the transition is a critical moment\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-9-transition-from-idea-to-execution-block-5\" data-am-block-id=\"chapter-9-transition-from-idea-to-execution-block-5\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Approval is often mistaken for progress. In reality, approval only signals that uncertainty has been reduced enough to justify investment. What follows is a different type of work, with different expectations, skills, and accountability.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-9-transition-from-idea-to-execution-block-6\" data-am-block-id=\"chapter-9-transition-from-idea-to-execution-block-6\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">When this transition is poorly defined, ideas remain owned by innovation teams while execution teams wait for clarity. The result is delay, rework, or silent abandonment. Clear transition rules prevent this gap.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-9-transition-from-idea-to-execution-block-7\" data-am-block-id=\"chapter-9-transition-from-idea-to-execution-block-7\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">11.3<\/span>Defining portfolio readiness<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-9-transition-from-idea-to-execution-block-7\" aria-label=\"Copy direct link to section Defining portfolio readiness\" title=\"Copy direct link to section Defining portfolio readiness\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-9-transition-from-idea-to-execution-block-8\" data-am-block-id=\"chapter-9-transition-from-idea-to-execution-block-8\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Before an idea can move into execution, it must meet explicit readiness criteria. These criteria do not guarantee success, but they ensure that execution starts with shared understanding.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-9-transition-from-idea-to-execution-block-9\" data-am-block-id=\"chapter-9-transition-from-idea-to-execution-block-9\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Typical readiness elements include a clearly defined problem or opportunity, an agreed value hypothesis, known key assumptions and risks, and a named execution owner. Without these elements, execution teams are forced to reinterpret intent, often leading to scope creep.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-9-transition-from-idea-to-execution-block-10\" data-am-block-id=\"chapter-9-transition-from-idea-to-execution-block-10\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Readiness criteria should be consistent and applied equally. Exceptions undermine trust.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-9-transition-from-idea-to-execution-block-11\" data-am-block-id=\"chapter-9-transition-from-idea-to-execution-block-11\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">11.4<\/span>Shifting ownership and accountability<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-9-transition-from-idea-to-execution-block-11\" aria-label=\"Copy direct link to section Shifting ownership and accountability\" title=\"Copy direct link to section Shifting ownership and accountability\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-9-transition-from-idea-to-execution-block-12\" data-am-block-id=\"chapter-9-transition-from-idea-to-execution-block-12\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Ownership changes at the moment an idea becomes an initiative or project. Before this point, ownership is about stewardship and learning. After this point, ownership is about delivery.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-9-transition-from-idea-to-execution-block-13\" data-am-block-id=\"chapter-9-transition-from-idea-to-execution-block-13\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">This shift must be explicit. Execution owners should accept responsibility knowingly and with clear mandate. Innovation teams should step back from day to day control and focus on system oversight rather than delivery.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-9-transition-from-idea-to-execution-block-14\" data-am-block-id=\"chapter-9-transition-from-idea-to-execution-block-14\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Blurring these roles leads to confusion and slows execution.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-9-transition-from-idea-to-execution-block-15\" data-am-block-id=\"chapter-9-transition-from-idea-to-execution-block-15\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">11.5<\/span>Separating idea and project work<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-9-transition-from-idea-to-execution-block-15\" aria-label=\"Copy direct link to section Separating idea and project work\" title=\"Copy direct link to section Separating idea and project work\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-9-transition-from-idea-to-execution-block-16\" data-am-block-id=\"chapter-9-transition-from-idea-to-execution-block-16\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Idea work and project work follow different rhythms. Idea work optimizes for learning and optionality. Project work optimizes for delivery, timelines, and resource management.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-9-transition-from-idea-to-execution-block-17\" data-am-block-id=\"chapter-9-transition-from-idea-to-execution-block-17\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Treating approved ideas as projects without adjusting governance creates tension. Clear separation, even when tools or teams overlap, helps align expectations and reporting.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-9-transition-from-idea-to-execution-block-18\" data-am-block-id=\"chapter-9-transition-from-idea-to-execution-block-18\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">11.6<\/span>Maintaining intent during execution<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-9-transition-from-idea-to-execution-block-18\" aria-label=\"Copy direct link to section Maintaining intent during execution\" title=\"Copy direct link to section Maintaining intent during execution\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-9-transition-from-idea-to-execution-block-19\" data-am-block-id=\"chapter-9-transition-from-idea-to-execution-block-19\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">One risk during execution is gradual drift away from the original intent. Changes are often justified as practical adjustments, but over time they can erode the value hypothesis.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-9-transition-from-idea-to-execution-block-20\" data-am-block-id=\"chapter-9-transition-from-idea-to-execution-block-20\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Maintaining intent requires periodic check ins against the original decision rationale. These check ins are not meant to block progress, but to ensure that trade offs remain conscious.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-9-transition-from-idea-to-execution-block-21\" data-am-block-id=\"chapter-9-transition-from-idea-to-execution-block-21\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">11.7<\/span>Common transition failure patterns<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-9-transition-from-idea-to-execution-block-21\" aria-label=\"Copy direct link to section Common transition failure patterns\" title=\"Copy direct link to section Common transition failure patterns\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-9-transition-from-idea-to-execution-block-22\" data-am-block-id=\"chapter-9-transition-from-idea-to-execution-block-22\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Several patterns frequently undermine the transition to execution.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-9-transition-from-idea-to-execution-block-23\" data-am-block-id=\"chapter-9-transition-from-idea-to-execution-block-23\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">One is approving ideas without naming an execution owner. Another is handing over vague or incomplete information. A third is continuing to treat execution work as exploratory, delaying commitment.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-9-transition-from-idea-to-execution-block-24\" data-am-block-id=\"chapter-9-transition-from-idea-to-execution-block-24\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Clear readiness criteria and ownership rules reduce these risks significantly.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-9-transition-from-idea-to-execution-block-25\" data-am-block-id=\"chapter-9-transition-from-idea-to-execution-block-25\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">11.8<\/span>Outputs of this chapter<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-9-transition-from-idea-to-execution-block-25\" aria-label=\"Copy direct link to section Outputs of this chapter\" title=\"Copy direct link to section Outputs of this chapter\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-9-transition-from-idea-to-execution-block-26\" data-am-block-id=\"chapter-9-transition-from-idea-to-execution-block-26\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">By the end of this chapter, the following should be in place:<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ul id=\"chapter-9-transition-from-idea-to-execution-block-27\" data-am-block-id=\"chapter-9-transition-from-idea-to-execution-block-27\" class=\"am-document-body-copy am-document-muted list-disc space-y-1 pl-6 text-lg leading-7\"><li>Explicit portfolio readiness criteria<\/li><li>Named execution owners for approved initiatives<\/li><li>Clear separation between idea and project governance<\/li><\/ul>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-9-transition-from-idea-to-execution-block-28\" data-am-block-id=\"chapter-9-transition-from-idea-to-execution-block-28\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">These elements ensure that approved ideas actually move forward.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-9-transition-from-idea-to-execution-block-29\" data-am-block-id=\"chapter-9-transition-from-idea-to-execution-block-29\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">11.9<\/span>Referenced artifacts<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-9-transition-from-idea-to-execution-block-29\" aria-label=\"Copy direct link to section Referenced artifacts\" title=\"Copy direct link to section Referenced artifacts\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-9-transition-from-idea-to-execution-block-30\" data-am-block-id=\"chapter-9-transition-from-idea-to-execution-block-30\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">This chapter connects to, but does not include, the following assets:<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ul id=\"chapter-9-transition-from-idea-to-execution-block-31\" data-am-block-id=\"chapter-9-transition-from-idea-to-execution-block-31\" class=\"am-document-body-copy am-document-muted list-disc space-y-1 pl-6 text-lg leading-7\"><li>Portfolio readiness checklist<\/li><li>Project initiation templates<\/li><\/ul>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-9-transition-from-idea-to-execution-block-32\" data-am-block-id=\"chapter-9-transition-from-idea-to-execution-block-32\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">11.10<\/span>Innovationlands example<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-9-transition-from-idea-to-execution-block-32\" aria-label=\"Copy direct link to section Innovationlands example\" title=\"Copy direct link to section Innovationlands example\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-9-transition-from-idea-to-execution-block-33\" data-am-block-id=\"chapter-9-transition-from-idea-to-execution-block-33\" class=\"am-document-body-copy am-document-example-block rounded-[1.5rem] px-6 py-5 text-lg leading-8\">SituationAt Innovationlands, approved ideas often lose momentum. Execution teams receive incomplete context and priorities shift.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-9-transition-from-idea-to-execution-block-34\" data-am-block-id=\"chapter-9-transition-from-idea-to-execution-block-34\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">ApplicationExplicit readiness criteria are introduced. Ownership shifts formally to execution leads at approval, and innovation teams step back to oversight.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-9-transition-from-idea-to-execution-block-35\" data-am-block-id=\"chapter-9-transition-from-idea-to-execution-block-35\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">OutcomeProjects start faster, scope creep is reduced, and execution aligns more closely with original intent.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t<\/section>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<section class=\"am-document-chapter rounded-[2rem] p-8 md:p-10\" id=\"chapter-10-prove-progress-and-impact\" data-am-chapter-id=\"chapter-10-prove-progress-and-impact\">\n\t\t\t\t\t\t\t\t<h2 data-am-block-id=\"chapter-10-prove-progress-and-impact\" class=\"font-serif text-4xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-2xl text-signal\">12.<\/span><span>Chapter 10. Prove progress and impact<\/span><\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-10-prove-progress-and-impact\" aria-label=\"Copy direct link to chapter Chapter 10. Prove progress and impact\" title=\"Copy direct link to chapter Chapter 10. Prove progress and impact\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<div class=\"mt-8 space-y-6\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-10-prove-progress-and-impact-block-1\" data-am-block-id=\"chapter-10-prove-progress-and-impact-block-1\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">12.1<\/span>Purpose<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-10-prove-progress-and-impact-block-1\" aria-label=\"Copy direct link to section Purpose\" title=\"Copy direct link to section Purpose\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-10-prove-progress-and-impact-block-2\" data-am-block-id=\"chapter-10-prove-progress-and-impact-block-2\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Innovation efforts are frequently questioned not because nothing happens, but because progress is difficult to explain. This chapter explains how to prove progress and impact in a way that builds credibility, supports decision making, and enables learning without overstating results.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-10-prove-progress-and-impact-block-3\" data-am-block-id=\"chapter-10-prove-progress-and-impact-block-3\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Proving impact in innovation is not about claiming success early. It is about making progress visible, showing learning over time, and demonstrating that decisions are deliberate and grounded in evidence.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-10-prove-progress-and-impact-block-4\" data-am-block-id=\"chapter-10-prove-progress-and-impact-block-4\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">12.2<\/span>Why innovation struggles with credibility<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-10-prove-progress-and-impact-block-4\" aria-label=\"Copy direct link to section Why innovation struggles with credibility\" title=\"Copy direct link to section Why innovation struggles with credibility\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-10-prove-progress-and-impact-block-5\" data-am-block-id=\"chapter-10-prove-progress-and-impact-block-5\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Innovation operates under uncertainty. Outcomes are delayed, assumptions evolve, and value is often indirect in early stages. Traditional performance metrics struggle to capture this reality.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-10-prove-progress-and-impact-block-6\" data-am-block-id=\"chapter-10-prove-progress-and-impact-block-6\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">As a result, organizations often fall back on weak proxies such as idea counts, workshop activity, or anecdotal success stories. While easy to communicate, these metrics do little to build confidence among decision makers.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-10-prove-progress-and-impact-block-7\" data-am-block-id=\"chapter-10-prove-progress-and-impact-block-7\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Credibility comes from transparency, not perfection.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-10-prove-progress-and-impact-block-8\" data-am-block-id=\"chapter-10-prove-progress-and-impact-block-8\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">12.3<\/span>Measuring flow instead of volume<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-10-prove-progress-and-impact-block-8\" aria-label=\"Copy direct link to section Measuring flow instead of volume\" title=\"Copy direct link to section Measuring flow instead of volume\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-10-prove-progress-and-impact-block-9\" data-am-block-id=\"chapter-10-prove-progress-and-impact-block-9\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">A more reliable way to demonstrate progress is to focus on flow. Flow shows how ideas move through the system and how decisions are made over time.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-10-prove-progress-and-impact-block-10\" data-am-block-id=\"chapter-10-prove-progress-and-impact-block-10\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Examples of flow based indicators include the number of ideas progressing between stages, the time it takes to reach decisions, and the ratio between ideas explored and ideas stopped. These indicators reveal whether the system is working, even before outcomes materialize.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-10-prove-progress-and-impact-block-11\" data-am-block-id=\"chapter-10-prove-progress-and-impact-block-11\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Flow metrics shift attention from activity to movement.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-10-prove-progress-and-impact-block-12\" data-am-block-id=\"chapter-10-prove-progress-and-impact-block-12\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">12.4<\/span>Learning as a measurable outcome<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-10-prove-progress-and-impact-block-12\" aria-label=\"Copy direct link to section Learning as a measurable outcome\" title=\"Copy direct link to section Learning as a measurable outcome\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-10-prove-progress-and-impact-block-13\" data-am-block-id=\"chapter-10-prove-progress-and-impact-block-13\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Not all innovation value comes from implementation. Learning itself is an outcome, particularly in early stages.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-10-prove-progress-and-impact-block-14\" data-am-block-id=\"chapter-10-prove-progress-and-impact-block-14\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Capturing learning means documenting what assumptions were tested, what was invalidated, and what changed as a result. This prevents organizations from repeating the same exploration and builds institutional knowledge.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-10-prove-progress-and-impact-block-15\" data-am-block-id=\"chapter-10-prove-progress-and-impact-block-15\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">When learning is made explicit, stopping ideas becomes evidence of discipline rather than failure.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-10-prove-progress-and-impact-block-16\" data-am-block-id=\"chapter-10-prove-progress-and-impact-block-16\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">12.5<\/span>Reporting without overclaiming<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-10-prove-progress-and-impact-block-16\" aria-label=\"Copy direct link to section Reporting without overclaiming\" title=\"Copy direct link to section Reporting without overclaiming\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-10-prove-progress-and-impact-block-17\" data-am-block-id=\"chapter-10-prove-progress-and-impact-block-17\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">One of the most common mistakes in innovation reporting is claiming impact too early. Forecasted revenue, hypothetical savings, or inflated ROI figures may satisfy short term expectations, but they undermine trust over time.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-10-prove-progress-and-impact-block-18\" data-am-block-id=\"chapter-10-prove-progress-and-impact-block-18\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">A more credible approach distinguishes between validated outcomes, expected impact, and learning achieved. Each has its place, but they should not be conflated.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-10-prove-progress-and-impact-block-19\" data-am-block-id=\"chapter-10-prove-progress-and-impact-block-19\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Clear language matters. Decision makers are usually comfortable with uncertainty when it is communicated honestly.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-10-prove-progress-and-impact-block-20\" data-am-block-id=\"chapter-10-prove-progress-and-impact-block-20\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">12.6<\/span>Using reports as decision tools<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-10-prove-progress-and-impact-block-20\" aria-label=\"Copy direct link to section Using reports as decision tools\" title=\"Copy direct link to section Using reports as decision tools\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-10-prove-progress-and-impact-block-21\" data-am-block-id=\"chapter-10-prove-progress-and-impact-block-21\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Reports should support decisions, not serve as static summaries. Good innovation reporting enables leadership to understand where focus is needed, where risk is accumulating, and where trade offs are emerging.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-10-prove-progress-and-impact-block-22\" data-am-block-id=\"chapter-10-prove-progress-and-impact-block-22\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">This means reports should be reviewed in decision forums and connected directly to governance and prioritization. Reporting that exists outside the decision cycle quickly becomes irrelevant.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-10-prove-progress-and-impact-block-23\" data-am-block-id=\"chapter-10-prove-progress-and-impact-block-23\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">12.7<\/span>Common reporting pitfalls<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-10-prove-progress-and-impact-block-23\" aria-label=\"Copy direct link to section Common reporting pitfalls\" title=\"Copy direct link to section Common reporting pitfalls\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-10-prove-progress-and-impact-block-24\" data-am-block-id=\"chapter-10-prove-progress-and-impact-block-24\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Several patterns consistently undermine innovation reporting.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-10-prove-progress-and-impact-block-25\" data-am-block-id=\"chapter-10-prove-progress-and-impact-block-25\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">One is focusing exclusively on success stories. Another is treating dashboards as performance scorecards rather than conversation starters. A third is separating reporting from governance.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-10-prove-progress-and-impact-block-26\" data-am-block-id=\"chapter-10-prove-progress-and-impact-block-26\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Avoiding these pitfalls requires discipline and a shared understanding of what innovation reporting is meant to achieve.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-10-prove-progress-and-impact-block-27\" data-am-block-id=\"chapter-10-prove-progress-and-impact-block-27\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">12.8<\/span>Outputs of this chapter<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-10-prove-progress-and-impact-block-27\" aria-label=\"Copy direct link to section Outputs of this chapter\" title=\"Copy direct link to section Outputs of this chapter\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-10-prove-progress-and-impact-block-28\" data-am-block-id=\"chapter-10-prove-progress-and-impact-block-28\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">By the end of this chapter, the following should be defined:<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ul id=\"chapter-10-prove-progress-and-impact-block-29\" data-am-block-id=\"chapter-10-prove-progress-and-impact-block-29\" class=\"am-document-body-copy am-document-muted list-disc space-y-1 pl-6 text-lg leading-7\"><li>A small set of flow and learning indicators<\/li><li>Clear rules for how impact is described at different stages<\/li><li>A reporting rhythm aligned with decision making<\/li><\/ul>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-10-prove-progress-and-impact-block-30\" data-am-block-id=\"chapter-10-prove-progress-and-impact-block-30\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">These elements create credibility without exaggeration.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-10-prove-progress-and-impact-block-31\" data-am-block-id=\"chapter-10-prove-progress-and-impact-block-31\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">12.9<\/span>Referenced artifacts<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-10-prove-progress-and-impact-block-31\" aria-label=\"Copy direct link to section Referenced artifacts\" title=\"Copy direct link to section Referenced artifacts\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-10-prove-progress-and-impact-block-32\" data-am-block-id=\"chapter-10-prove-progress-and-impact-block-32\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">This chapter connects to, but does not include, the following assets:<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ul id=\"chapter-10-prove-progress-and-impact-block-33\" data-am-block-id=\"chapter-10-prove-progress-and-impact-block-33\" class=\"am-document-body-copy am-document-muted list-disc space-y-1 pl-6 text-lg leading-7\"><li>Outcome based proof snapshots<\/li><li>Innovation dashboards<\/li><\/ul>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-10-prove-progress-and-impact-block-34\" data-am-block-id=\"chapter-10-prove-progress-and-impact-block-34\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">12.10<\/span>Innovationlands example<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-10-prove-progress-and-impact-block-34\" aria-label=\"Copy direct link to section Innovationlands example\" title=\"Copy direct link to section Innovationlands example\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-10-prove-progress-and-impact-block-35\" data-am-block-id=\"chapter-10-prove-progress-and-impact-block-35\" class=\"am-document-body-copy am-document-example-block rounded-[1.5rem] px-6 py-5 text-lg leading-8\">SituationAt Innovationlands, innovation is reported through idea counts and occasional success stories. Leadership remains unconvinced.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-10-prove-progress-and-impact-block-36\" data-am-block-id=\"chapter-10-prove-progress-and-impact-block-36\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">ApplicationThe innovation team introduces flow based reporting, highlights decisions made, and documents learning from stopped ideas. Impact is described carefully by stage.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-10-prove-progress-and-impact-block-37\" data-am-block-id=\"chapter-10-prove-progress-and-impact-block-37\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">OutcomeLeadership gains a clearer view of progress, trust increases, and innovation discussions become more constructive.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t<\/section>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<section class=\"am-document-chapter rounded-[2rem] p-8 md:p-10\" id=\"chapter-11-the-first-90-days\" data-am-chapter-id=\"chapter-11-the-first-90-days\">\n\t\t\t\t\t\t\t\t<h2 data-am-block-id=\"chapter-11-the-first-90-days\" class=\"font-serif text-4xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-2xl text-signal\">13.<\/span><span>Chapter 11. The first 90 days<\/span><\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-11-the-first-90-days\" aria-label=\"Copy direct link to chapter Chapter 11. The first 90 days\" title=\"Copy direct link to chapter Chapter 11. The first 90 days\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<div class=\"mt-8 space-y-6\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-11-the-first-90-days-block-1\" data-am-block-id=\"chapter-11-the-first-90-days-block-1\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">13.1<\/span>Purpose<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-11-the-first-90-days-block-1\" aria-label=\"Copy direct link to section Purpose\" title=\"Copy direct link to section Purpose\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-11-the-first-90-days-block-2\" data-am-block-id=\"chapter-11-the-first-90-days-block-2\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">The first 90 days determine whether innovation management becomes a sustainable capability or another short lived initiative. This chapter translates the principles of the playbook into a concrete execution path that innovation managers can follow without external support.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-11-the-first-90-days-block-3\" data-am-block-id=\"chapter-11-the-first-90-days-block-3\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">The goal of the first 90 days is not to perfect the system. It is to establish credibility, create momentum, and demonstrate that innovation can be managed deliberately rather than reactively.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-11-the-first-90-days-block-4\" data-am-block-id=\"chapter-11-the-first-90-days-block-4\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">13.2<\/span>Why a 90 day horizon matters<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-11-the-first-90-days-block-4\" aria-label=\"Copy direct link to section Why a 90 day horizon matters\" title=\"Copy direct link to section Why a 90 day horizon matters\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-11-the-first-90-days-block-5\" data-am-block-id=\"chapter-11-the-first-90-days-block-5\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Innovation efforts often fail because they either move too slowly to gain trust or too quickly without structure. A 90 day horizon strikes a balance. It is short enough to create urgency and long enough to show meaningful progress.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-11-the-first-90-days-block-6\" data-am-block-id=\"chapter-11-the-first-90-days-block-6\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Within 90 days, an organization should be able to show that innovation intent is clear, decisions are being made, and execution has started. Anything less will be perceived as preparation without outcomes.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-11-the-first-90-days-block-7\" data-am-block-id=\"chapter-11-the-first-90-days-block-7\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">13.3<\/span>Days 1 to 30: setup and alignment<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-11-the-first-90-days-block-7\" aria-label=\"Copy direct link to section Days 1 to 30: setup and alignment\" title=\"Copy direct link to section Days 1 to 30: setup and alignment\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-11-the-first-90-days-block-8\" data-am-block-id=\"chapter-11-the-first-90-days-block-8\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">The first 30 days are focused on creating the foundations of the innovation system.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-11-the-first-90-days-block-9\" data-am-block-id=\"chapter-11-the-first-90-days-block-9\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">During this phase, the primary task is alignment. Innovation intent is defined and agreed. Ownership and governance are clarified. The initial workflow and scoring logic are designed at a high level.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-11-the-first-90-days-block-10\" data-am-block-id=\"chapter-11-the-first-90-days-block-10\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">This is also the moment to set expectations with stakeholders. Innovation will not solve everything at once, but it will operate transparently and consistently.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-11-the-first-90-days-block-11\" data-am-block-id=\"chapter-11-the-first-90-days-block-11\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">By the end of this phase, the innovation system should be ready to receive focused input.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-11-the-first-90-days-block-12\" data-am-block-id=\"chapter-11-the-first-90-days-block-12\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">13.4<\/span>Days 31 to 60: activation and decision making<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-11-the-first-90-days-block-12\" aria-label=\"Copy direct link to section Days 31 to 60: activation and decision making\" title=\"Copy direct link to section Days 31 to 60: activation and decision making\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-11-the-first-90-days-block-13\" data-am-block-id=\"chapter-11-the-first-90-days-block-13\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">The second phase activates the system.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-11-the-first-90-days-block-14\" data-am-block-id=\"chapter-11-the-first-90-days-block-14\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">A first targeted campaign or intake is launched, aligned with the defined intent. Ideas are collected, enriched, and scored according to the agreed workflow. Decision moments are scheduled and executed.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-11-the-first-90-days-block-15\" data-am-block-id=\"chapter-11-the-first-90-days-block-15\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">This phase is critical for credibility. Decisions must be made, documented, and communicated. Even stopping ideas contributes to trust when done consistently.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-11-the-first-90-days-block-16\" data-am-block-id=\"chapter-11-the-first-90-days-block-16\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">By the end of this phase, the organization should see that innovation produces outcomes, not just activity.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-11-the-first-90-days-block-17\" data-am-block-id=\"chapter-11-the-first-90-days-block-17\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">13.5<\/span>Days 61 to 90: execution and reporting<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-11-the-first-90-days-block-17\" aria-label=\"Copy direct link to section Days 61 to 90: execution and reporting\" title=\"Copy direct link to section Days 61 to 90: execution and reporting\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-11-the-first-90-days-block-18\" data-am-block-id=\"chapter-11-the-first-90-days-block-18\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">The final phase shifts focus from exploration to execution and proof.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-11-the-first-90-days-block-19\" data-am-block-id=\"chapter-11-the-first-90-days-block-19\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">At least one idea should transition into execution with a named owner and clear mandate. Progress is tracked, and early signals are reported. Learning from stopped or delayed ideas is captured.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-11-the-first-90-days-block-20\" data-am-block-id=\"chapter-11-the-first-90-days-block-20\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Reporting during this phase should focus on flow, decisions, and learning rather than financial impact. The objective is to demonstrate control and direction.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-11-the-first-90-days-block-21\" data-am-block-id=\"chapter-11-the-first-90-days-block-21\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">13.6<\/span>What success looks like after 90 days<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-11-the-first-90-days-block-21\" aria-label=\"Copy direct link to section What success looks like after 90 days\" title=\"Copy direct link to section What success looks like after 90 days\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-11-the-first-90-days-block-22\" data-am-block-id=\"chapter-11-the-first-90-days-block-22\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">At the end of the first 90 days, several signals should be visible.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-11-the-first-90-days-block-23\" data-am-block-id=\"chapter-11-the-first-90-days-block-23\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Innovation intent is clear and referenced in discussions. Decision forums operate on a predictable cadence. At least one initiative is in execution, and progress can be explained without exaggeration.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-11-the-first-90-days-block-24\" data-am-block-id=\"chapter-11-the-first-90-days-block-24\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Perhaps most importantly, trust in the innovation process has increased. Contributors understand how input is handled, and leaders see that innovation is governed rather than improvised.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-11-the-first-90-days-block-25\" data-am-block-id=\"chapter-11-the-first-90-days-block-25\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">13.7<\/span>Common mistakes in the first 90 days<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-11-the-first-90-days-block-25\" aria-label=\"Copy direct link to section Common mistakes in the first 90 days\" title=\"Copy direct link to section Common mistakes in the first 90 days\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-11-the-first-90-days-block-26\" data-am-block-id=\"chapter-11-the-first-90-days-block-26\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Several mistakes repeatedly undermine early innovation efforts.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-11-the-first-90-days-block-27\" data-am-block-id=\"chapter-11-the-first-90-days-block-27\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">One is over designing the system before using it. Another is avoiding difficult decisions to preserve harmony. A third is launching too many initiatives at once.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-11-the-first-90-days-block-28\" data-am-block-id=\"chapter-11-the-first-90-days-block-28\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">The first 90 days should favor learning by doing. Adjustments can and should follow.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-11-the-first-90-days-block-29\" data-am-block-id=\"chapter-11-the-first-90-days-block-29\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">13.8<\/span>Outputs of this chapter<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-11-the-first-90-days-block-29\" aria-label=\"Copy direct link to section Outputs of this chapter\" title=\"Copy direct link to section Outputs of this chapter\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-11-the-first-90-days-block-30\" data-am-block-id=\"chapter-11-the-first-90-days-block-30\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">By the end of the first 90 days, the following should exist:<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ul id=\"chapter-11-the-first-90-days-block-31\" data-am-block-id=\"chapter-11-the-first-90-days-block-31\" class=\"am-document-body-copy am-document-muted list-disc space-y-1 pl-6 text-lg leading-7\"><li>A functioning innovation system<\/li><li>At least one completed decision cycle<\/li><li>At least one active execution initiative<\/li><li>A credible progress report<\/li><\/ul>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-11-the-first-90-days-block-32\" data-am-block-id=\"chapter-11-the-first-90-days-block-32\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">These outputs indicate that innovation management has moved from intention to practice.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-11-the-first-90-days-block-33\" data-am-block-id=\"chapter-11-the-first-90-days-block-33\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">13.9<\/span>Referenced artifacts<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-11-the-first-90-days-block-33\" aria-label=\"Copy direct link to section Referenced artifacts\" title=\"Copy direct link to section Referenced artifacts\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-11-the-first-90-days-block-34\" data-am-block-id=\"chapter-11-the-first-90-days-block-34\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">This chapter connects to, but does not include, the following assets:<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ul id=\"chapter-11-the-first-90-days-block-35\" data-am-block-id=\"chapter-11-the-first-90-days-block-35\" class=\"am-document-body-copy am-document-muted list-disc space-y-1 pl-6 text-lg leading-7\"><li>90 day checklist<\/li><li>Campaign plans<\/li><li>Decision logs<\/li><\/ul>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-11-the-first-90-days-block-36\" data-am-block-id=\"chapter-11-the-first-90-days-block-36\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">13.10<\/span>Innovationlands example<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-11-the-first-90-days-block-36\" aria-label=\"Copy direct link to section Innovationlands example\" title=\"Copy direct link to section Innovationlands example\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-11-the-first-90-days-block-37\" data-am-block-id=\"chapter-11-the-first-90-days-block-37\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Days 1\u201330<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-11-the-first-90-days-block-38\" data-am-block-id=\"chapter-11-the-first-90-days-block-38\" class=\"am-document-body-copy am-document-example-block rounded-[1.5rem] px-6 py-5 text-lg leading-8\">Innovationlands defines its innovation intent, appoints an innovation owner, and designs a simple workflow and scorecard.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-11-the-first-90-days-block-39\" data-am-block-id=\"chapter-11-the-first-90-days-block-39\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Days 31\u201360<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-11-the-first-90-days-block-40\" data-am-block-id=\"chapter-11-the-first-90-days-block-40\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">A focused campaign on guest flow is launched. Ideas are enriched, scored, and discussed in a structured decision meeting.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-11-the-first-90-days-block-41\" data-am-block-id=\"chapter-11-the-first-90-days-block-41\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Days 61\u201390<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-11-the-first-90-days-block-42\" data-am-block-id=\"chapter-11-the-first-90-days-block-42\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Two ideas transition into execution with clear ownership. Progress and learning are reported to leadership.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-11-the-first-90-days-block-43\" data-am-block-id=\"chapter-11-the-first-90-days-block-43\" class=\"am-document-body-copy am-document-example-block rounded-[1.5rem] px-6 py-5 text-lg leading-8\">OutcomeWithin three months, Innovationlands moves from fragmented innovation activity to visible, governed progress.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t<\/section>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<section class=\"am-document-chapter rounded-[2rem] p-8 md:p-10\" id=\"chapter-12-common-failure-modes-and-corrections\" data-am-chapter-id=\"chapter-12-common-failure-modes-and-corrections\">\n\t\t\t\t\t\t\t\t<h2 data-am-block-id=\"chapter-12-common-failure-modes-and-corrections\" class=\"font-serif text-4xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-2xl text-signal\">14.<\/span><span>Chapter 12. Common failure modes and corrections<\/span><\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-12-common-failure-modes-and-corrections\" aria-label=\"Copy direct link to chapter Chapter 12. Common failure modes and corrections\" title=\"Copy direct link to chapter Chapter 12. Common failure modes and corrections\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<div class=\"mt-8 space-y-6\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-12-common-failure-modes-and-corrections-block-1\" data-am-block-id=\"chapter-12-common-failure-modes-and-corrections-block-1\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">14.1<\/span>Purpose<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-12-common-failure-modes-and-corrections-block-1\" aria-label=\"Copy direct link to section Purpose\" title=\"Copy direct link to section Purpose\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-12-common-failure-modes-and-corrections-block-2\" data-am-block-id=\"chapter-12-common-failure-modes-and-corrections-block-2\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Even well designed innovation systems break down in practice. Not because the principles are wrong, but because predictable failure patterns are left unaddressed. This chapter makes those patterns explicit and explains how to correct them before they undermine credibility, momentum, or trust.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-12-common-failure-modes-and-corrections-block-3\" data-am-block-id=\"chapter-12-common-failure-modes-and-corrections-block-3\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">The goal of this chapter is not to assign blame. It is to help innovation managers recognize early warning signs and intervene deliberately, instead of reacting when problems have already escalated.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-12-common-failure-modes-and-corrections-block-4\" data-am-block-id=\"chapter-12-common-failure-modes-and-corrections-block-4\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">14.2<\/span>Why failure modes repeat<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-12-common-failure-modes-and-corrections-block-4\" aria-label=\"Copy direct link to section Why failure modes repeat\" title=\"Copy direct link to section Why failure modes repeat\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-12-common-failure-modes-and-corrections-block-5\" data-am-block-id=\"chapter-12-common-failure-modes-and-corrections-block-5\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Innovation management operates across uncertainty, multiple stakeholders, and competing priorities. In this environment, certain behaviors and shortcuts reappear regardless of industry or maturity level.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-12-common-failure-modes-and-corrections-block-6\" data-am-block-id=\"chapter-12-common-failure-modes-and-corrections-block-6\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Most failure modes are not dramatic. They emerge gradually, often disguised as good intentions: being inclusive, being thorough, or staying flexible. Over time, these behaviors erode structure and decision quality.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-12-common-failure-modes-and-corrections-block-7\" data-am-block-id=\"chapter-12-common-failure-modes-and-corrections-block-7\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Recognizing failure modes early is a core leadership skill in innovation management.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-12-common-failure-modes-and-corrections-block-8\" data-am-block-id=\"chapter-12-common-failure-modes-and-corrections-block-8\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">14.3<\/span>Failure mode 1: collecting without deciding<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-12-common-failure-modes-and-corrections-block-8\" aria-label=\"Copy direct link to section Failure mode 1: collecting without deciding\" title=\"Copy direct link to section Failure mode 1: collecting without deciding\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-12-common-failure-modes-and-corrections-block-9\" data-am-block-id=\"chapter-12-common-failure-modes-and-corrections-block-9\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">One of the most common failure modes is continuous idea collection without corresponding decision moments. Ideas accumulate, backlogs grow, and contributors receive little feedback.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-12-common-failure-modes-and-corrections-block-10\" data-am-block-id=\"chapter-12-common-failure-modes-and-corrections-block-10\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">This pattern is usually driven by fear of stopping ideas or disappointing people. The result is the opposite: disengagement and cynicism.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-12-common-failure-modes-and-corrections-block-11\" data-am-block-id=\"chapter-12-common-failure-modes-and-corrections-block-11\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">CorrectionAlign idea collection with decision cadence. If decisions slow down, collection must slow down as well. It is better to pause intake than to create false expectations.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-12-common-failure-modes-and-corrections-block-12\" data-am-block-id=\"chapter-12-common-failure-modes-and-corrections-block-12\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">14.4<\/span>Failure mode 2: analysis without commitment<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-12-common-failure-modes-and-corrections-block-12\" aria-label=\"Copy direct link to section Failure mode 2: analysis without commitment\" title=\"Copy direct link to section Failure mode 2: analysis without commitment\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-12-common-failure-modes-and-corrections-block-13\" data-am-block-id=\"chapter-12-common-failure-modes-and-corrections-block-13\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Another frequent pattern is extended enrichment and analysis without a clear decision horizon. Ideas circulate, more information is requested, and uncertainty is treated as a reason to delay rather than decide.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-12-common-failure-modes-and-corrections-block-14\" data-am-block-id=\"chapter-12-common-failure-modes-and-corrections-block-14\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">This often reflects discomfort with risk rather than lack of information.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-12-common-failure-modes-and-corrections-block-15\" data-am-block-id=\"chapter-12-common-failure-modes-and-corrections-block-15\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">CorrectionRe anchor enrichment to a specific decision question and time box the effort. If uncertainty cannot be reduced meaningfully, a decision to stop or pause is valid.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-12-common-failure-modes-and-corrections-block-16\" data-am-block-id=\"chapter-12-common-failure-modes-and-corrections-block-16\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">14.5<\/span>Failure mode 3: governance without authority<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-12-common-failure-modes-and-corrections-block-16\" aria-label=\"Copy direct link to section Failure mode 3: governance without authority\" title=\"Copy direct link to section Failure mode 3: governance without authority\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-12-common-failure-modes-and-corrections-block-17\" data-am-block-id=\"chapter-12-common-failure-modes-and-corrections-block-17\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Some organizations establish innovation boards or steering groups that can advise but not decide. Meetings generate recommendations, but no one feels accountable for outcomes.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-12-common-failure-modes-and-corrections-block-18\" data-am-block-id=\"chapter-12-common-failure-modes-and-corrections-block-18\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">This creates frustration and slows progress.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-12-common-failure-modes-and-corrections-block-19\" data-am-block-id=\"chapter-12-common-failure-modes-and-corrections-block-19\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">CorrectionClarify decision authority explicitly. Governance bodies must have the mandate to advance, pause, or stop ideas. Without authority, governance becomes theater.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-12-common-failure-modes-and-corrections-block-20\" data-am-block-id=\"chapter-12-common-failure-modes-and-corrections-block-20\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">14.6<\/span>Failure mode 4: ownership assigned too early<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-12-common-failure-modes-and-corrections-block-20\" aria-label=\"Copy direct link to section Failure mode 4: ownership assigned too early\" title=\"Copy direct link to section Failure mode 4: ownership assigned too early\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-12-common-failure-modes-and-corrections-block-21\" data-am-block-id=\"chapter-12-common-failure-modes-and-corrections-block-21\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Assigning business owners to ideas too early is often intended to increase commitment. In practice, it transfers uncertainty prematurely and creates resistance.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-12-common-failure-modes-and-corrections-block-22\" data-am-block-id=\"chapter-12-common-failure-modes-and-corrections-block-22\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Execution owners should not be asked to carry exploratory risk.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-12-common-failure-modes-and-corrections-block-23\" data-am-block-id=\"chapter-12-common-failure-modes-and-corrections-block-23\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">CorrectionDelay ownership transfer until portfolio readiness criteria are met. Before that point, ownership is about stewardship, not delivery.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-12-common-failure-modes-and-corrections-block-24\" data-am-block-id=\"chapter-12-common-failure-modes-and-corrections-block-24\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">14.7<\/span>Failure mode 5: success bias in reporting<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-12-common-failure-modes-and-corrections-block-24\" aria-label=\"Copy direct link to section Failure mode 5: success bias in reporting\" title=\"Copy direct link to section Failure mode 5: success bias in reporting\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-12-common-failure-modes-and-corrections-block-25\" data-am-block-id=\"chapter-12-common-failure-modes-and-corrections-block-25\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Innovation reporting often highlights only successes. Stopped ideas, invalidated assumptions, and delays are hidden to protect perception.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-12-common-failure-modes-and-corrections-block-26\" data-am-block-id=\"chapter-12-common-failure-modes-and-corrections-block-26\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">This undermines learning and credibility.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-12-common-failure-modes-and-corrections-block-27\" data-am-block-id=\"chapter-12-common-failure-modes-and-corrections-block-27\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">CorrectionReport decisions and learning alongside progress. Treat stopped ideas as evidence of discipline rather than failure.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-12-common-failure-modes-and-corrections-block-28\" data-am-block-id=\"chapter-12-common-failure-modes-and-corrections-block-28\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">14.8<\/span>Failure mode 6: tool driven behavior<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-12-common-failure-modes-and-corrections-block-28\" aria-label=\"Copy direct link to section Failure mode 6: tool driven behavior\" title=\"Copy direct link to section Failure mode 6: tool driven behavior\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-12-common-failure-modes-and-corrections-block-29\" data-am-block-id=\"chapter-12-common-failure-modes-and-corrections-block-29\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">When tools are introduced before operating rules are clear, behavior adapts to the tool rather than the system. Workarounds emerge, and fragmentation increases.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-12-common-failure-modes-and-corrections-block-30\" data-am-block-id=\"chapter-12-common-failure-modes-and-corrections-block-30\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">CorrectionReturn to intent, governance, and workflow definitions. Tools should enforce agreed behavior, not define it.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-12-common-failure-modes-and-corrections-block-31\" data-am-block-id=\"chapter-12-common-failure-modes-and-corrections-block-31\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">14.9<\/span>Intervening early<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-12-common-failure-modes-and-corrections-block-31\" aria-label=\"Copy direct link to section Intervening early\" title=\"Copy direct link to section Intervening early\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-12-common-failure-modes-and-corrections-block-32\" data-am-block-id=\"chapter-12-common-failure-modes-and-corrections-block-32\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Most failure modes can be corrected if addressed early. Warning signs include growing backlogs, postponed decisions, declining engagement, and repeated discussions without resolution.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-12-common-failure-modes-and-corrections-block-33\" data-am-block-id=\"chapter-12-common-failure-modes-and-corrections-block-33\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Innovation managers should feel authorized to intervene, reset expectations, and adjust pacing. Doing nothing is rarely neutral.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-12-common-failure-modes-and-corrections-block-34\" data-am-block-id=\"chapter-12-common-failure-modes-and-corrections-block-34\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">14.10<\/span>Outputs of this chapter<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-12-common-failure-modes-and-corrections-block-34\" aria-label=\"Copy direct link to section Outputs of this chapter\" title=\"Copy direct link to section Outputs of this chapter\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-12-common-failure-modes-and-corrections-block-35\" data-am-block-id=\"chapter-12-common-failure-modes-and-corrections-block-35\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">After reading this chapter, innovation managers should be able to:<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ul id=\"chapter-12-common-failure-modes-and-corrections-block-36\" data-am-block-id=\"chapter-12-common-failure-modes-and-corrections-block-36\" class=\"am-document-body-copy am-document-muted list-disc space-y-1 pl-6 text-lg leading-7\"><li>Recognize common failure patterns<\/li><li>Diagnose root causes early<\/li><li>Apply targeted corrections without overhauling the system<\/li><\/ul>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-12-common-failure-modes-and-corrections-block-37\" data-am-block-id=\"chapter-12-common-failure-modes-and-corrections-block-37\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">This capability is essential for sustaining innovation management over time.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-12-common-failure-modes-and-corrections-block-38\" data-am-block-id=\"chapter-12-common-failure-modes-and-corrections-block-38\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">14.11<\/span>Referenced artifacts<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-12-common-failure-modes-and-corrections-block-38\" aria-label=\"Copy direct link to section Referenced artifacts\" title=\"Copy direct link to section Referenced artifacts\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-12-common-failure-modes-and-corrections-block-39\" data-am-block-id=\"chapter-12-common-failure-modes-and-corrections-block-39\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">This chapter connects to, but does not include, the following assets:<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ul id=\"chapter-12-common-failure-modes-and-corrections-block-40\" data-am-block-id=\"chapter-12-common-failure-modes-and-corrections-block-40\" class=\"am-document-body-copy am-document-muted list-disc space-y-1 pl-6 text-lg leading-7\"><li>Diagnostic checklists<\/li><li>Governance reset templates<\/li><\/ul>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-12-common-failure-modes-and-corrections-block-41\" data-am-block-id=\"chapter-12-common-failure-modes-and-corrections-block-41\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">14.12<\/span>Innovationlands example<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-12-common-failure-modes-and-corrections-block-41\" aria-label=\"Copy direct link to section Innovationlands example\" title=\"Copy direct link to section Innovationlands example\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-12-common-failure-modes-and-corrections-block-42\" data-am-block-id=\"chapter-12-common-failure-modes-and-corrections-block-42\" class=\"am-document-body-copy am-document-example-block rounded-[1.5rem] px-6 py-5 text-lg leading-8\">SituationAt Innovationlands, idea backlogs grow and decisions are repeatedly postponed in an attempt to keep everyone aligned.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-12-common-failure-modes-and-corrections-block-43\" data-am-block-id=\"chapter-12-common-failure-modes-and-corrections-block-43\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">ApplicationThe innovation lead identifies the pattern, pauses idea intake, re establishes decision cadence, and clarifies authority.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-12-common-failure-modes-and-corrections-block-44\" data-am-block-id=\"chapter-12-common-failure-modes-and-corrections-block-44\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">OutcomeBacklogs shrink, decisions resume, and trust in the innovation process recovers.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t<\/section>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<section class=\"am-document-chapter rounded-[2rem] p-8 md:p-10\" id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform\" data-am-chapter-id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform\">\n\t\t\t\t\t\t\t\t<h2 data-am-block-id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform\" class=\"font-serif text-4xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-2xl text-signal\">15.<\/span><span>Chapter 13. Connecting the playbook to the innovation management platform<\/span><\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform\" aria-label=\"Copy direct link to chapter Chapter 13. Connecting the playbook to the innovation management platform\" title=\"Copy direct link to chapter Chapter 13. Connecting the playbook to the innovation management platform\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<div class=\"mt-8 space-y-6\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-1\" data-am-block-id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-1\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">15.1<\/span>Purpose<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-1\" aria-label=\"Copy direct link to section Purpose\" title=\"Copy direct link to section Purpose\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-2\" data-am-block-id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-2\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">This playbook deliberately focuses on operating principles, decisions, and behavior before tools. Innovation management should never start with software. However, once an operating model is defined and used, tooling becomes essential to sustain consistency, reduce dependency on individuals, and scale the system across the organization.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-3\" data-am-block-id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-3\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">This chapter explains how an innovation management platform supports the playbook by embedding its rules into daily practice. It clarifies what software should and should not do in an innovation system.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-4\" data-am-block-id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-4\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">15.2<\/span>Why tooling comes last<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-4\" aria-label=\"Copy direct link to section Why tooling comes last\" title=\"Copy direct link to section Why tooling comes last\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-5\" data-am-block-id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-5\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Many innovation initiatives fail because tools are introduced before decisions are clear. Software then becomes a substitute for governance rather than a reinforcement of it.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-6\" data-am-block-id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-6\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Placing this chapter at the end of the playbook is intentional. By this point, innovation intent, governance, workflow, scoring, decision making, execution, and reporting have all been defined. The role of the platform is to operationalize these elements consistently, not to invent them.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-7\" data-am-block-id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-7\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">When tools lead, behavior fragments. When operating rules lead, tools create leverage.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-8\" data-am-block-id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-8\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">15.3<\/span>What an innovation management platform should enable<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-8\" aria-label=\"Copy direct link to section What an innovation management platform should enable\" title=\"Copy direct link to section What an innovation management platform should enable\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-9\" data-am-block-id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-9\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">A well chosen platform supports innovation management in five core ways.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-10\" data-am-block-id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-10\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">First, it creates a single source of truth. Ideas, decisions, ownership, and progress are visible and traceable. This replaces spreadsheets, slide decks, and personal notes.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-11\" data-am-block-id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-11\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Second, it enforces workflow and governance. Stages, decision gates, roles, and permissions ensure that agreed rules are applied consistently, even as people change.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-12\" data-am-block-id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-12\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Third, it supports decision quality. Scoring logic, group input, and decision documentation are embedded where they are needed, reducing reliance on memory and informal alignment.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-13\" data-am-block-id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-13\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Fourth, it sustains execution and oversight. Projects, progress tracking, and portfolio views connect approved ideas to delivery without losing context.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-14\" data-am-block-id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-14\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Fifth, it enables credible reporting. Dashboards and reports make flow, decisions, and learning visible without manual consolidation.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-15\" data-am-block-id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-15\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">15.4<\/span>The role of AI in the system<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-15\" aria-label=\"Copy direct link to section The role of AI in the system\" title=\"Copy direct link to section The role of AI in the system\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-16\" data-am-block-id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-16\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">AI can strengthen innovation management when it is applied carefully. Its role is to support productivity, consistency, and insight, not to replace judgment.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-17\" data-am-block-id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-17\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Examples include helping contributors articulate ideas more clearly, supporting enrichment through structured questioning, identifying patterns in portfolios, and assisting with scoring consistency.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-18\" data-am-block-id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-18\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">AI should never decide what to pursue. Final decisions remain a human responsibility grounded in context and accountability.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-19\" data-am-block-id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-19\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">15.5<\/span>Reducing dependency on individuals<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-19\" aria-label=\"Copy direct link to section Reducing dependency on individuals\" title=\"Copy direct link to section Reducing dependency on individuals\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-20\" data-am-block-id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-20\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">One of the main reasons to introduce an innovation management platform is to reduce dependency on specific people. When processes live only in heads and slide decks, innovation stalls when individuals leave or priorities shift.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-21\" data-am-block-id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-21\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">By embedding intent, governance, workflow, and reporting into a shared system, innovation becomes an organizational capability rather than a personal one.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-22\" data-am-block-id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-22\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">This shift is essential for scaling beyond pilot initiatives.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-23\" data-am-block-id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-23\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">15.6<\/span>Integrating into the wider organization<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-23\" aria-label=\"Copy direct link to section Integrating into the wider organization\" title=\"Copy direct link to section Integrating into the wider organization\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-24\" data-am-block-id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-24\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">An innovation management platform should fit into the existing business application landscape. Integration with collaboration tools, reporting systems, and project environments reduces friction and increases adoption.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-25\" data-am-block-id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-25\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Innovation does not exist in isolation. The platform should connect innovation work to run activities without collapsing the distinction between the two.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-26\" data-am-block-id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-26\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">15.7<\/span>Outputs of this chapter<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-26\" aria-label=\"Copy direct link to section Outputs of this chapter\" title=\"Copy direct link to section Outputs of this chapter\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-27\" data-am-block-id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-27\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">By the end of this chapter, it should be clear:<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ul id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-28\" data-am-block-id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-28\" class=\"am-document-body-copy am-document-muted list-disc space-y-1 pl-6 text-lg leading-7\"><li>Why tooling follows operating model definition<\/li><li>What role the platform plays in sustaining the system<\/li><li>How AI strengthens execution without replacing judgment<\/li><\/ul>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-29\" data-am-block-id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-29\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">These insights help organizations make informed tooling decisions.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-30\" data-am-block-id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-30\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">15.8<\/span>Referenced artifacts<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-30\" aria-label=\"Copy direct link to section Referenced artifacts\" title=\"Copy direct link to section Referenced artifacts\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-31\" data-am-block-id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-31\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">This chapter connects to, but does not include, the following assets:<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ul id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-32\" data-am-block-id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-32\" class=\"am-document-body-copy am-document-muted list-disc space-y-1 pl-6 text-lg leading-7\"><li>Platform capability overview<\/li><li>Implementation guide<\/li><\/ul>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-33\" data-am-block-id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-33\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">15.9<\/span>Innovationlands example<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-33\" aria-label=\"Copy direct link to section Innovationlands example\" title=\"Copy direct link to section Innovationlands example\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-34\" data-am-block-id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-34\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">SituationInnovationlands initially runs the playbook using shared documents and meetings. As participation grows, consistency becomes harder to maintain.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-35\" data-am-block-id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-35\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">ApplicationAn innovation management platform is introduced to embed the defined workflow, governance, and reporting. AI features are used to support enrichment and consistency.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-36\" data-am-block-id=\"chapter-13-connecting-the-playbook-to-the-innovation-management-platform-block-36\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">OutcomeInnovation becomes less dependent on individuals, more transparent across teams, and easier to scale without loss of control.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t<\/section>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<section class=\"am-document-chapter rounded-[2rem] p-8 md:p-10\" id=\"summary\" data-am-chapter-id=\"summary\">\n\t\t\t\t\t\t\t\t<h2 data-am-block-id=\"summary\" class=\"font-serif text-4xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-2xl text-signal\">16.<\/span><span>Summary<\/span><\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"summary\" aria-label=\"Copy direct link to chapter Summary\" title=\"Copy direct link to chapter Summary\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p class=\"am-document-body-copy am-document-muted mt-4 text-xl leading-8\">This playbook defines innovation management as the deliberate management of change under uncertainty. It reframes innovation from activity and idea volume to decision flow, ownership clarity, and measurable progress.<\/p>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<div class=\"mt-8 space-y-6\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"summary-block-1\" data-am-block-id=\"summary-block-1\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">This playbook defines innovation management as the deliberate management of change under uncertainty. It reframes innovation from activity and idea volume to decision flow, ownership clarity, and measurable progress.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<h2 id=\"summary-block-2\" data-am-block-id=\"summary-block-2\" class=\"font-serif text-2xl am-document-linkable-heading\"><span class=\"am-document-linkable-heading__content\"><span class=\"mr-3 text-lg text-signal\">16.1<\/span>The operating model in one view<\/span><button type=\"button\" class=\"am-document-copy-link\" data-am-copy-link=\"true\" data-am-copy-anchor=\"summary-block-2\" aria-label=\"Copy direct link to section The operating model in one view\" title=\"Copy direct link to section The operating model in one view\"><span class=\"am-document-copy-link__label\">Copy link<\/span><\/button><\/h2>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ul id=\"summary-block-3\" data-am-block-id=\"summary-block-3\" class=\"am-document-body-copy am-document-muted list-disc space-y-1 pl-6 text-lg leading-7\"><li>Innovation management in context<\/li><\/ul>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"summary-block-4\" data-am-block-id=\"summary-block-4\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Establish a shared mental model: innovation is not run work or standard change work. It operates before outcomes are known, so discipline becomes more important, not less.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ul id=\"summary-block-5\" data-am-block-id=\"summary-block-5\" class=\"am-document-body-copy am-document-muted list-disc space-y-1 pl-6 text-lg leading-7\"><li>Define the innovation intent<\/li><\/ul>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"summary-block-6\" data-am-block-id=\"summary-block-6\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Set a time bound direction for what innovation should focus on now, what is in scope, and what is explicitly out of scope. Translate intent into three to five focus areas that anchor campaigns, evaluation, and prioritization.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ul id=\"summary-block-7\" data-am-block-id=\"summary-block-7\" class=\"am-document-body-copy am-document-muted list-disc space-y-1 pl-6 text-lg leading-7\"><li>Set ownership and governance<\/li><\/ul>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"summary-block-8\" data-am-block-id=\"summary-block-8\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Make decision rights explicit. Define the innovation owner, the decision body, stage gate authority, escalation rules, and a predictable decision cadence. Meetings exist to decide, preparation happens before.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ul id=\"summary-block-9\" data-am-block-id=\"summary-block-9\" class=\"am-document-body-copy am-document-muted list-disc space-y-1 pl-6 text-lg leading-7\"><li>Design the innovation workflow<\/li><\/ul>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"summary-block-10\" data-am-block-id=\"summary-block-10\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Create a single workflow that reduces uncertainty step by step. Use clear stages and decision gates that answer one question at a time, typically moving from intake to clarification to qualification to investable readiness.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ul id=\"summary-block-11\" data-am-block-id=\"summary-block-11\" class=\"am-document-body-copy am-document-muted list-disc space-y-1 pl-6 text-lg leading-7\"><li>Define scoring and prioritization logic<\/li><\/ul>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"summary-block-12\" data-am-block-id=\"summary-block-12\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Use progressive scoring that matches idea maturity. Anchor evaluation in desirability, feasibility, and viability, and avoid false precision. Scoring structures the conversation, prioritization makes the capacity based choice.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ul id=\"summary-block-13\" data-am-block-id=\"summary-block-13\" class=\"am-document-body-copy am-document-muted list-disc space-y-1 pl-6 text-lg leading-7\"><li>Activate idea collection deliberately<\/li><\/ul>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"summary-block-14\" data-am-block-id=\"summary-block-14\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Use targeted campaigns for focused input tied to a decision moment, and position continuous intake as lightweight signal capture. Pace collection to match decision capacity, and always close the loop with contributors.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ul id=\"summary-block-15\" data-am-block-id=\"summary-block-15\" class=\"am-document-body-copy am-document-muted list-disc space-y-1 pl-6 text-lg leading-7\"><li>Enrich ideas for decisions<\/li><\/ul>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"summary-block-16\" data-am-block-id=\"summary-block-16\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Turn raw ideas into decision ready propositions by clarifying the problem, the value hypothesis, and a small set of key assumptions. Keep enrichment proportional, time boxed, and linked to the next decision.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ul id=\"summary-block-17\" data-am-block-id=\"summary-block-17\" class=\"am-document-body-copy am-document-muted list-disc space-y-1 pl-6 text-lg leading-7\"><li>Make decisions and prioritize<\/li><\/ul>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"summary-block-18\" data-am-block-id=\"summary-block-18\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Use explicit outcomes at every gate: advance, request targeted enrichment, park, or stop. Document decisions and rationale to protect transparency, learning, and momentum.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ul id=\"summary-block-19\" data-am-block-id=\"summary-block-19\" class=\"am-document-body-copy am-document-muted list-disc space-y-1 pl-6 text-lg leading-7\"><li>Transition from idea to execution<\/li><\/ul>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"summary-block-20\" data-am-block-id=\"summary-block-20\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Define readiness criteria and shift ownership explicitly to an execution owner. Separate idea work from project work so delivery expectations match the new risk and accountability.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ul id=\"summary-block-21\" data-am-block-id=\"summary-block-21\" class=\"am-document-body-copy am-document-muted list-disc space-y-1 pl-6 text-lg leading-7\"><li>Prove progress and impact<\/li><\/ul>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"summary-block-22\" data-am-block-id=\"summary-block-22\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Report flow, decisions, and learning, not only success stories. Separate validated outcomes from expected impact, and keep reporting aligned with governance forums.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ul id=\"summary-block-23\" data-am-block-id=\"summary-block-23\" class=\"am-document-body-copy am-document-muted list-disc space-y-1 pl-6 text-lg leading-7\"><li>The first 90 days<\/li><\/ul>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"summary-block-24\" data-am-block-id=\"summary-block-24\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Build credibility through a concrete path: setup and alignment, activation and decision making, then execution and reporting, ending with at least one initiative in execution and a credible progress report.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ul id=\"summary-block-25\" data-am-block-id=\"summary-block-25\" class=\"am-document-body-copy am-document-muted list-disc space-y-1 pl-6 text-lg leading-7\"><li>Common failure modes and corrections<\/li><\/ul>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"summary-block-26\" data-am-block-id=\"summary-block-26\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Recognize predictable breakdowns such as collecting without deciding, analysis without commitment, governance without authority, ownership assigned too early, success bias in reporting, and tool driven behavior. Apply targeted corrections early.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<ul id=\"summary-block-27\" data-am-block-id=\"summary-block-27\" class=\"am-document-body-copy am-document-muted list-disc space-y-1 pl-6 text-lg leading-7\"><li>Tooling comes last<\/li><\/ul>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p id=\"summary-block-28\" data-am-block-id=\"summary-block-28\" class=\"am-document-body-copy am-document-muted text-lg leading-8\">Tools scale the operating model once the rules are clear. A platform should enforce workflow, governance, decision documentation, and reporting, while AI strengthens productivity and consistency without replacing human judgment.<\/p>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t<\/section>\n\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/main>\n\t\t\t<\/div>\n\t\t\t<div class=\"am-document-autoscroll-footer\" data-am-autoscroll-controls=\"true\" hidden>\n\t\t\t\t<div class=\"am-document-autoscroll-footer__inner mx-auto max-w-[1500px] px-4 lg:px-8\">\n\t\t\t\t\t<div class=\"am-document-autoscroll-footer__bar\">\n\t\t\t\t\t\t<div class=\"am-document-autoscroll-footer__controls\">\n\t\t\t\t\t\t\t<button type=\"button\" class=\"am-document-theme-button am-document-autoscroll-step rounded-full px-3 py-2 text-sm font-semibold\" data-am-autoscroll-step=\"-1\" aria-label=\"Decrease auto-scroll speed\">\n\t\t\t\t\t\t\t\t\u2212\t\t\t\t\t\t\t<\/button>\n\t\t\t\t\t\t\t<button type=\"button\" class=\"am-document-theme-button 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