As part of our New York Field Study last month, Michael Dewar of the New York Times Research & Development Group discussed the various ways that his group can build awareness of what it is working on throughout the organization — and ideally increase other departments' willingness to support the R&D team's projects as they move from initial demo to production.
Dell Chief Innovation Officer Jim Stikeleather discusses the challenges of being a change agent; the company's innovation training program for sales staff; a three-way pincer strategy for getting executives bought in to new ideas; and more.
Peter Erickson is focused on a very clear goal: to help the company, with 43,000 employees and brands like Cheerios, Nature Valley, and Betty Crocker, become “the best big small food company in the world.” That includes breaking out of the traditional R&D lab mentality, and becoming a partner of choice to inventors and emerging suppliers.
Rob Chumley’s mission: Help 7-Eleven Inc. become more than just a quick place to stop for a sandwich and a Slurpee. Chumley is Senior Vice President of Innovation at the privately-held $85.7 billion company, which operates, franchises, or licenses more than 55,800 stores around the world. “What we’re really focusing on now is this transition from convenience, which is defined by the products, to a convenient store, which is defined by the solutions it provides.”
Do you need data to help justify, shape, and upgrade your innovation program? We've spent more than six months, in collaboration with our partners at Innosight, surveying nearly 200 innovation leaders on budget; team size; focus; reporting relationships; program maturity; and more.
Download the 40-page PDF report