Leadership and InnovationLeadership and Innovation
presented bypresented by
Hubert SaintHubert Saint--OngeOnge
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… are inexorably linked … are inexorably linked but what is the relationship but what is the relationship
between thembetween them
ChangeChange
Innovation
InnovationLeadershipLeadership
GrowthGrowthTransformation
Transformation
RenewalRenewal
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to learn about successfully leading innovation to learn about successfully leading innovation and change through…and change through…
dialogue
exchanging on your past experience
dealing with your questions
practical tips
the exploration of models/concepts
the purpose of this session is…the purpose of this session is…
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… the key propositions… the key propositions
Innovation and renewal is the true source of growth
Complacency and conformity are the true enemies’, yet organizations gravitate towards them naturally
Collaboration and learning are at the heart of innovation.
The organization’s capability to learn and collaboration is a function of its leadership context
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What do we mean by ‘innovation’?What do we mean by ‘innovation’?
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Innovation: true wealth creationInnovation: true wealth creation
innovation is the only true or net creator of only true or net creator of new wealthnew wealthat the firm level-- all else is caretaking
most large firms focus on past seminal innovations, with incremental improvements
when original seminal innovation runs out...? firms are often lost (kodak, xerox)
creative destruction
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so, let’s characterize innovation…so, let’s characterize innovation…
intuitive in its early stages
opportunistic, perceived or real market opportunities
non-linear; not rational, step-by-step
can be chaotic, but… process-oriented and market disciplined
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• Technological innovation for continuous improvement
• Business innovative breakthroughs to alter markets and influence competition
• Market innovation powerful enough to create new markets and businesses
three key areas for innovation three key areas for innovation
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“grow or die”: markets imputes the health of an organization based on its growth and innovation is the only long-term source of growth
innovation is cheaper than competition: need to innovate faster and faster
clients are changing faster, more demanding, more knowledgeable and more interactive, and insisting on integrated, mass customized solutions
increasing competition and shrinking time to market
greater communication and collaboration with customers, suppliers, partners
Why is innovation an organizational imperative?Why is innovation an organizational imperative?
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some observations about leading some observations about leading change and innovation…change and innovation…
Messy by nature
Leaders make a difference
Lots of learning
Frameworks & principles are very helpful
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Why are leadership and organization Why are leadership and organization issues so important when dealing issues so important when dealing with innovation? with innovation?
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The structured process of innovation…The structured process of innovation…
INSPIREINSPIRE IGNITEIGNITEINVESTIGATEINVESTIGATEIMAGINEIMAGINEGain innovation
commitmentDiscover
new ideasShape ideas into action
Implement and learn
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Idea Generation Market Diffusion
Invention Translation Commercialization
Discover Investigate Develop Launch
Gather Organize Analyze Distribute
Creation Sharing Application
Creation Conversion Commercialization
Theory Practice
The Innovation ValueThe Innovation Value--ChainChain
MarketMarketPenetrationPenetrationResearchResearch EngineeringEngineering ManufacturingManufacturing MarketingMarketing SalesSales
ServiceService
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why is it so hard to do this…why is it so hard to do this…
INSPIREINSPIRE IGNITEIGNITEINVESTIGATEINVESTIGATEIMAGINEIMAGINEGain innovation
commitmentDiscover
new ideasShape ideas into action
Implement and learn
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leading change and innovation…leading change and innovation…
”My job is to listen to, search for, think of, and spread ideas, to expose people to good ideas and role models…When self-confident people see a good idea, they love it.”
Jack Welch
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mindsets operate at both the individual mindsets operate at both the individual and the organizational levels…and the organizational levels…
• Out of our experience, we each have formed a unique set of beliefs and assumptions through which we filter and interpret what we see and do
• Out of our experience, we each have formed a unique set of beliefs and assumptions through which we filter and interpret what we see and do
• Out of our beliefs and assumptions, we make decisions and develop patterns of behaviour for everything we do
• Out of our beliefs and assumptions, we make decisions and develop patterns of behaviour for everything we do
Our mindsets feed on themselves both positively and negatively: “we believe what we see and we see what we believe”
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each one of us will interpret the events each one of us will interpret the events taking place around us based our taking place around us based our
respective lens… respective lens…
EyeEye MindsetMindset ObjectObject
our mindsets shape what we see
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Eye Eye LensLens ObjectObject
The culture of the organization becomes the lensthrough which it perceives
the business environment in which it operates
Organization Organization CultureCulture Business Business EnvironmentEnvironment
the pervasive impact of culture on the the pervasive impact of culture on the thinking of the organization…thinking of the organization…
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values and principles: what we are or wish to be
the composition of the organizational the composition of the organizational culture…culture…
insights: what we know and understand
rules: what we must and may do
organizational behaviour: what we do
organizationalculture
collectivemindsets
individualmindsets
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the organizational culture acts as a filter the organizational culture acts as a filter through which strategies are defined and the through which strategies are defined and the
performance determined…performance determined…
Organizational Culture
environmental forces
organizational capabilities
opportunities and threats
strengths and weaknesses
Strategy
Performance
* acknowledgement to Gerry Johnson, Cranfield School of Management
explicit values of organization
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what happens to leadership in different what happens to leadership in different parts of the curve…parts of the curve…
I
II
III
Founder’s Vision
Consolidation of mindsets,culture and structure
Deterioration of feedback
Proliferation of organization routines
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I
II
III
shifts in competitive spaceschange in customer preferences/expectations
appearance of new technology
the organization’s life cycles…the organization’s life cycles…
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I
II
IIIProductivity
Time
the life cycles keep getting shorter the life cycles keep getting shorter and shorter…and shorter…
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I
II
III
formation of collective mindsets formation of collective mindsets which shape the perceptions and which shape the perceptions and the processes of the organizationthe processes of the organization
• the imperceptible principles, mechanisms that shape what is done and how it is done
• they are woven into systematic choice at all levels of the organization and in every discipline: planning, budgeting, resource allocation, hiring, staffing
• they proliferate with the growing complexity of the firm’s task
• they contribute to make sense of otherwise chaotic market conditions
the pervasiveness of collective mindsets…the pervasiveness of collective mindsets…
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I
II
IIIthe more rigid consolidation of the more rigid consolidation of collective mindsets which shape collective mindsets which shape
the perceptions and the processes the perceptions and the processes of the organizationof the organization
• this leads to a deterioration of the feedback which is essential to an organization’s survival in the market place
• defensive routines emerge leading to placing the blame on external forces including “misguided customers”
• the resulting rigidity strategy formulation creates static strategies which are “hard-wired” into collective mindsets
the pervasiveness of collective mindsets…the pervasiveness of collective mindsets…
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building on strengths… building on strengths…
WeaknessesWeaknesses StrengthsStrengths
middle middle mushmush
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How do organizations deal with the How do organizations deal with the ‘conformity’ trap?‘conformity’ trap?
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Run the Run the business ‘as is’ business ‘as is’ to optimize its to optimize its performanceperformance
The ambidextrous organization…The ambidextrous organization…
Shape the Shape the strategy and the strategy and the organization of organization of
the futurethe future
How do you steer your business and motivate your people to pursue breakthrough growth while giving proper
attention to executing the here and now with the utmost care and efficiency?
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To lead in the ambidextrous organization means that…To lead in the ambidextrous organization means that…
Ambidextrous LeadershipAmbidextrous Leadership
• You must balance your attention, energy and internal resources,
• To strike this balance successfully, you must bring to bear a new perspective on how to insert growth efforts in the work of your teams: how you measure and reward executing the present and building the future, and how you align behaviors to specific growth initiatives.
You must focus on continually improving and growing the core business.
You must be strategic and be ready to ‘break the mold’ in order to innovate and grow.
On the other hand,On the one hand…
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…the distinction between ‘reliable’ and …the distinction between ‘reliable’ and ‘emergent’ organizational orientations‘emergent’ organizational orientations
Companies tend not to be creative by design: they tend to be built more for predictability and reliability – the ‘conformity trap’.
Yet, the environment where they function is characterized by theincreasing speed of change. As a result, these organizations tend to fall behind in adapting to the emergent business environment that surrounds them.
There is a fundamental tension between ‘reliability’ and ‘validity’ and most organizations are geared for ‘reliability’ while giving very little room for the ‘validity‘ that would see them do what is right to meet the challenges encountered in the environment. Anorganization that favors ‘reliability’ will actively drive out the capability for change, the capability to manage emergent conditions. Fear of failure and defensive reactions keeps pressing the organization towards ‘reliability”.
In order to counter this inherent tendency, the senior leadership must explicitly press for creativity and aim to change the culture and the governance structure. They must change what is expected of people and teams.
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Organizations built for mostly Organizations built for mostly prepre--defined situationsdefined situations
the characteristics of ‘emergent’ organizations the characteristics of ‘emergent’ organizations
OutcomesOutcomes
•• planning based on planning based on past eventspast events
•• planning based on planning based on future eventsfuture events
•• application of rules with application of rules with minimization of judgmentminimization of judgment
•• leadership exercised leadership exercised based on judgmentbased on judgment
•• production of consistent/ production of consistent/ reliable outcomesreliable outcomes
•• production of changing production of changing outcomes responding to outcomes responding to changes in the environmentchanges in the environment
Organization built for mostly Organization built for mostly emergent situationsemergent situations
predictability orientationpredictability orientation change orientationchange orientation
PlanningPlanning
LeadershipLeadership
Approach Approach to workto work
•• defined roles / ondefined roles / on--going tasksgoing tasks
•• project/issues based teamsproject/issues based teams•• capabilities as determinant capabilities as determinant
of participationof participation
Dominant Dominant attitudeattitude
•• we can only do what we have we can only do what we have the budget to dothe budget to do
•• constraints are the enemyconstraints are the enemy
•• nothing can’t be donenothing can’t be done•• constraints increase the constraints increase the
challenge and excitementchallenge and excitement
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prepre--defineddefinedsituationssituations
the use of knowledge in the emergent organization mode the use of knowledge in the emergent organization mode
emergent emergent situationssituations
CharacteristicsCharacteristics
•• rulesrules--basedbased
•• formalized imprintformalized imprint
•• primacy of content primacy of content managementmanagement
•• based on need/ based on need/ productive enquiryproductive enquiry
•• informal imprintinformal imprint
•• primacy of primacy of collaboration/interactioncollaboration/interaction
•• content by expertscontent by experts •• content by memberscontent by members
•• attached to attached to transactional processtransactional process
•• attached to attached to knowledge domainknowledge domain
•• prescriptive useprescriptive use •• use by choiceuse by choice
•• directed by managementdirected by management •• facilitated in networkfacilitated in network
•• emphasis on use of emphasis on use of knowledgeknowledge
•• emphasis on generation emphasis on generation of knowledgeof knowledge
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Pre-defined Situations Emergent Situations
principles and policiesprinciples and policiesnorms and guidancenorms and guidanceprecise guidanceprecise guidancestandard operating proceduresstandard operating proceduressubject matter expertisesubject matter expertisecentrally available to all individualscentrally available to all individuals
develop and disseminatedevelop and disseminate
Dev
elop
men
tA
pplic
atio
n
apply and useapply and use
reference tools reference tools optimize work processesoptimize work processescoherence coherence diagnosticsdiagnosticsconsistency and rigorconsistency and rigor
search and exchangesearch and exchangedetection of new trends/issuesdetection of new trends/issuesease with uncertaintyease with uncertaintymultimulti--disciplinary expertisedisciplinary expertiseoperational understandingoperational understandingeffective practiceseffective practicesexchange toolsexchange tools
question and experimentquestion and experiment
evolving principles and policiesevolving principles and policiesgiving space for innovationgiving space for innovationhypothesis, test, verify hypothesis, test, verify experimentation experimentation frame of referenceframe of referenceredesign work processesredesign work processesflexibility and rigorflexibility and rigor
the governance processthe governance process
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managing the dilemma between innovation and control…managing the dilemma between innovation and control…
How to exercise adequate control in organizations that demand flexibility, innovation and creativity.
Must rely on employees’ initiatives to seek out opportunities but perusing these opportunities can expose businesses to excessive risk or invite behaviours that can severely damage a company’s integrity.
Tools to reconcile this dilemma are available:
• belief systems that communicate core values and inspire all to commit to the purpose.
• decision-rights and boundary systems establish rules and identify pitfalls.
• diagnostic systems allow managers to ensure that employees are meeting goals.
• interactive control systems enable top management to focus on strategic uncertainties.
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organic growthorganic growth
1 Improve Internal Processes
3 Internal Incubator
2 Business Area Initiatives
4 5 Strategic VC
AutonomousIntegrated
Hybrid Internal/ External Incubator
Business as Usual
New Initiative
Existing Org Structure New Standalone Organization
Internal Business Hybrid Internal/ External Business
External (guided by Company Strategy)
innovating for growth: the spectrum of approachesinnovating for growth: the spectrum of approaches
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the different types of ‘corporate entrepreneurship’ the different types of ‘corporate entrepreneurship’
DedicatedDedicated
Resource Resource AuthorityAuthority
DecentralizedDecentralized
Organizational OwnershipOrganizational OwnershipDiffusedDiffused FocusedFocused
•• procedures for finding, procedures for finding, selecting, and selecting, and resourcingresourcing new new businessesbusinesses
•• no formal dedicated no formal dedicated organizationorganization
The EnablerThe Enabler The ProducerThe Producer•• formal organization formal organization
with specific mandate with specific mandate to create new to create new businessesbusinesses
•• mostly selfmostly self--funded funded organizationorganization
The OpportunistThe Opportunist•• no formal procedures no formal procedures
or organizationor organization•• social networks drive social networks drive
selection and selection and resourcingresourcing
The AdvocateThe Advocate•• defined organization defined organization
act as a facilitator and act as a facilitator and proponentproponent
•• limited budget, limited budget, majority of funding majority of funding from from sbu’ssbu’s
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What’s the role of leadership in What’s the role of leadership in fostering innovation in the fostering innovation in the organization? organization?
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Leadership is both an individual and organizational capability…Leadership is both an individual and organizational capability…
Individual CapabilityIndividual Capability
The manner in which individuals exercise their responsibilities
To be an effective leadership requires a deeply personal journeyTo be an effective leadership requires a deeply personal journey of of commitment and authenticity…commitment and authenticity…Every leadership act you undertake builds the context for leaderEvery leadership act you undertake builds the context for leadership ship within which everyone realizes their own leadership potential. within which everyone realizes their own leadership potential.
Organizational CapabilityOrganizational Capability
A leadership context and principles that encourage all individuals to maximize their capabilities and contribution to create value for customers.
shaping an effective leadership shaping an effective leadership context…context…
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MindsetsMindsetsandand
ValuesValues
AttributesAttributes
CompetenciesCompetencies
Individual Capability
... the elements of individual capability... the elements of individual capability
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Strategy
Structure
Systems
LeadershipLeadership... the manner in which individuals chose to exercise their responsibilities
Culture
... the elements of individual capability... the elements of individual capability
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StrategyStrategy
StructureStructure
SystemsSystems
Leadership
CultureCulture
... the elements of ... the elements of organizational capabilityorganizational capability
Mindsetsand
Values
MindsetsMindsetsandand
ValuesValues
AttributesAttributesAttributes
CompetenciesCompetenciesCompetencies
... the elements of ... the elements of individual capabilityindividual capability
... the elements of individual capability... the elements of individual capability
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Mindsetsand
Values
Attributes
Competencies
... the elements of ... the elements of individual capabilityindividual capability
... the elements of ... the elements of organizational capabilityorganizational capability
StrategyStrategy
StructureStructure
SystemsSystems
Leadership
CultureCulture
the “how”the “how”
the “what”the “what”RiskRisk
ManagementManagement
Solutions Solutions DevelopmentDevelopment Items Items
ProcessingProcessing
Sales force Sales force ManagementManagement
Financial Financial EngineeringEngineering
... the elements of individual capability... the elements of individual capability
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The strategyThe strategy--culture axis…culture axis…
Strategy
Structure
Systems
Leadership... the manner in which individuals chose to exercise their responsibilities
Culture
... the goals of the organization and the ways it seeks to serve them
... the grouping of accountabilities; structures defines the position of and relationship between members of the organization
... the ways in which processes (information, communication, decision-making) and flows (products/ services and capital) proceed
... the combined sum of the individual opinions, shared mindsets, values and norms
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What is the relationship between What is the relationship between collaboration and innovation?collaboration and innovation?
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what role do networks play in this evolution?what role do networks play in this evolution?what role do networks play in this evolution?
networks enable:• new combinations of knowledge• coordination of disperse resources• diffusion and provision of new products & services… offerings
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…collaboration is the most important …collaboration is the most important source of innovationsource of innovation
Sustainable business growth requires innovation.
Increasingly, effective, sustainable innovation requires effective collaboration both within and between firms.
InnovationNew
KnowledgeCreation
EffectiveCollaboration
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CoreCoreKnowledgeKnowledge
PartialPartialKnowledgeKnowledge
IndividualIndividual Networked Networked CommunityCommunity
…the “networked community” effect…the “networked community” effect…the “networked community” effect
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Networked Networked CommunityCommunity
•• accelerate the generation of individual accelerate the generation of individual and organizational capabilitiesand organizational capabilities
•• enhance the agility of the organizationenhance the agility of the organization•• reinforce integration and cohesiveness: reinforce integration and cohesiveness:
work interdependently with common work interdependently with common purposepurpose
•• collaborate across geography and collaborate across geography and organizational boundariesorganizational boundaries
•• develop the ability to respond fast to develop the ability to respond fast to local and national issueslocal and national issues
•• enhance the ability to partner enhance the ability to partner internally and externallyinternally and externally
•• enhance cost effectivenessenhance cost effectiveness
…the “networked community” effect…the “networked community” effect…the “networked community” effect
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changing demands = changing practiceschanging demands = changing practices
global vision results from prepared minds capable of identifying new combinations across geographic and cultural boundaries
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how to exercise leadership for how to exercise leadership for organizational change…organizational change…
1. define clear, measurable, consensual objectives
2. free up the conditions for organizational inquiry
3. provide public, fast feedback of the results of experiments
4. iterate
The most effective way to exercise leadership towards accelerating change and innovation is to:
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networks, competition & collaborationnetworks, competition & collaboration
1competitionquest for differentiation
& innovation
4new offerings
increasingly delivered & optimized by the network
3internal & external
collaborationenabled & accelerated by the
network
search for new knowledge
enabled & accelerated by the network
2
from this dynamic, new managerial processes emerge
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leading to realize the potential of leading to realize the potential of the networkthe network
Fostering Shared Ownership
Elevating people’s perspective to see the whole organization
Generating TrustIncreasing Confidence in One
Another and Valuing Differences
Collaborating Building on One Another’s Capabilities
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from…belonging
the most foundational mindset shift the most foundational mindset shift one can undertake is …one can undertake is …
to…self-initiation
my security resides in being my security resides in being part of an organizationpart of an organization
my security resides in my my security resides in my capabilitiescapabilities
following the traditional following the traditional contract: I do what I have contract: I do what I have to in order to get to a to in order to get to a promised futurepromised future
following the new contract: following the new contract: I dedicate myself to I dedicate myself to creating value in exchange creating value in exchange for an opportunity to for an opportunity to develop my capabilitiesdevelop my capabilities
I work for the firm…I work for the firm… I am fundamentally selfI am fundamentally self--driven…driven…
by virtue of working here, by virtue of working here, I am entitled to…I am entitled to…
I want to be recognized for I want to be recognized for my contribution…my contribution…
success comes from success comes from loyaltyloyalty
success comes from success comes from commitmentcommitment
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a framework for leadership…a framework for leadership…
Making meaning: Making meaning: inspiring shared ownershipinspiring shared ownership
Striving Striving for for
status quostatus quo
Seeking Seeking renewed renewed
coherencecoherence
Structuring Structuring and controllingand controlling
The forcing approach
The telling approach
The participating approach
The transforming approach
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in conclusion…in conclusion…
is best understood as a process, bringing new combinations to market.
is the only net creator of new wealth in the long run
arises in the first instance from the prepared mind...
...but typically requires a lengthy, non-linear process to market
structuring this process can reduce risk and increase value output
innovation
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[email protected]@saintongealliance.com