One of the more challenging issues on the strategic agenda is a company’s intent to drive innovation. There are cultural and resource elements that temper this concern. And there are process and structure elements that promote and/or constrain innovation, and the practices and processes of innovation.

In our current work on corporate entreship, we’re exploring a series of cause-and-effect concerns in category development strategy and innovation. Below is a summary list of several strategy and measures under review…

• New Product Capacity to Solve Customer Problems
• New Product Profitability; Speed to Investment Returns
• Contributions to Intellectual Capital and KM Value
• Contributions to Competitive Position and Advantage
• New Product Throughput and Impact on Portfolio
• New Product Approach to Open Model Development

These measures are drawn from current business practice as well as the R&D Literature from around the world. What is less clear from the above list is the capacity to engage broader cultural and activity-based engagement in strategy and innovation. More to follow on this essential “organic growth” subject.