Services
Understand how innovation works in your organization.
Before choosing the next investment, establish what your leaders see, where their views differ, and what needs closer examination.
The Innovation Alignment and Reality Review brings those perspectives into a shared account of how innovation operates today.
When this is useful
The review fits an executive or leadership team that needs a clearer view of innovation priorities, resource decisions, and obstacles.
It can help when leaders use the same words differently, projects compete for attention, or the organization needs a shared starting point for growth work.
We hold structured conversations with leaders and teams. Each conversation typically lasts sixty to seventy-five minutes. The conversations provide accounts of how the organization works, and we distinguish those accounts from independently established facts.
What we investigate
What does innovation mean in this part of the business?
What is it expected to deliver?
How does it compete for money, people, and attention?
Where does the work progress, and where does it slow down?
How the review works
1 · Prepare
Your sponsor introduces the work. We agree who should be heard, send a short questionnaire, and schedule the conversations.
2 · Listen
We discuss the work as people experience it. Leaders can include relevant team members, so the review hears more than one perspective.
3 · Check the account
Each person receives a written account of their conversation. They can correct it, add context, or remove material before approving it.
4 · Examine the pattern
We synthesize the approved accounts into themes, differences, and questions for further inquiry. We present the findings at the working, sponsor, and executive levels.
What the findings can support
The review helps leadership see where priorities align, where evidence is thin, and where work may need attention.
It can inform decisions about what to investigate next and where to focus resources. A view shared by several leaders is a signal worth examining. It still needs the customer, market, technical, or financial evidence appropriate to the decision.
What you receive
Approved written accounts of the conversations.
A synthesis prepared for the steering group, the sponsoring team, and an executive audience.
Briefings that help each audience examine the implications.
Opportunities and unresolved questions to carry into the next stage of work.
Make it easier to speak openly
The approval step gives people a chance to check that their account is accurate and fair. Because each person knows this before they speak, they say more in the room than they otherwise would.
What this is not
Not an audit. Not a scorecard. Nobody is graded.
The questions focus on how the work operates, rather than rating individual performance. Because the synthesis uses approved accounts, it also has limits. It represents the perspectives people are willing to include. We use it to open the next inquiry, rather than treat it as a complete assessment of the business.
Build from a shared starting point
The review can stand as a defined piece of work, or establish the starting point for customer inquiry, environmental scanning, and portfolio decisions.
Where this has been used
Manufacturing, medical device, water treatment, electric utility and health system organizations. With leadership teams, with plant and site teams, and with functional groups in several countries.
Tell us what you need to understand.
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