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 there’s so much conflicting advice about how to do those things, with very little evidence to support it.
Commodore provides advice and support based on a growing set of evidence-based practices. We help you adapt these practices for your unique context—and to track outcomes to make sure they work for you. Where there are still gaps in the evidence, we help you experiment and learn which practices measurably improve your innovation effectiveness.
Ultimately, we envision a platform that enables us all to learn from data on innovation practice and performance, across companies and industries.
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