As an innovation leader, you’re entrusted with the future of your company—a position that can feel both exciting and perilous. What you’re working on may be complex or unfamiliar. It’s up to you to balance that uncertainty with discipline and focus—and build support from across the organization. But you don’t have a reliable way to know what’s working and what’s not.
Good measurement practices help you spur innovation, build broad support, and focus where it matters. At Commodore we think it’s time to get these practices right. We’ve developed a methodology to help companies rapidly enhance—or implement new—innovation measurement systems.
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What does the firm behind the business model canvas have to say about innovation metrics?
A recently published study, by Ilse Svensson de Jong, highlights three problems with innovation metrics that can seriously hurt firms’ innovation efforts.
A recent HBR article (here) claims that use of innovation metrics (especially financial metrics) too early will “suffocate” your most promising innovations. The author, Scott