What are the key responsibilities of an innovation manager?

A seasoned innovation manager knows where organizations need to invest in innovation. Tools such as Wardley mapping can help define these by understanding your product roadmap with respect to downstream. In addition how would you define goals without being out there and understand what is coming and where the trends going. An innovation manager needs to be feeding these information to CIO/CTO by talking to peers and staying up to date

Many methodologies have made their way into the space of innovation management over the past few decades: from lean startup to agile to design thinking and beyond. For me, they are all trying to tell us the same thing: feedback from users / consumers / customers and taking an iterative, layered approach is key. Each step along the innovation process requires more resources, cross-functional collaboration, and focus from the organization, so decision points must be clearly articulated and tied to clear objectives (even at the front-end when we are thinking about guardrails, not gates).

Acrescentando ao que já foi dito, destaco que uma grande competência do gestor de inova??o é criar conex?es internas e externas à organiza??o. Ter capacidade de desenvolver networking. Internamente, isso, além de engajar mais os membros da organiza??o acaba acelerando o andamento dos projetos existentes e o nascimento de novos projetos e ideias. Externamente, dedicar tempo e energia para se relacionar com diferentes indivíduos e ambientes, criando perspectivas e vis?es diferentes internamente e externamente à organiza??o, se esfor?ando para ter contato com a diversidade de conhecimentos, negócios e possibilidades, ampliando seu aprendizado, vis?o e influência.

Uma competência muito importante para um gestor de inova??o é a capacidade de captar fomentos financeiros e investimentos para projetos de inova??o. é fundamental ficar atento às oportunidades governamentais e privadas que o ecossistema da inova??o oferece.

O ser humano é compelido à repeti??o. Foram anos de taylorismo analisando o que poderia ser eliminado para evitar desperdícios. Mas, agora, fazer mais do mesmo, da mesma forma, sempre, sem questionar-se e questionar o outro n?o é mais válido. Todos temos potenciais ideias e muitas podem transformar um processo, um cenário, uma sociedade. E o estímulo ao pensamento inovativo tem que ser diário, orientado, promovido, seja numa reuni?o formal seja numa confraterniza??o social. O mantra "fa?o assim pois sempre foi feito assim e nada me fará mudar" tem que ser eliminado das empresas sem que pessoas sejam punidas. Por melhor azeitado que esteja um processo, sempre é saudável uma revis?o e avalia??es de novas práticas.

define trends and opportunities, enable others (internal to a company or external to the company) innovation potential in order to exploit their creativity and ideas...support the definition of the innovation process and of different stage/gate point...support and engage the identification of eventual external partners , identify how to manage risk of failures, define the arrival points of projects and eventually define how to manage and support the management and learnings of a failures

Research and collaboration, trends analysis, competitive analysis, adjacent industry technology innovations, monitoring emerging tech and start up scouting all are key.

I believe this should happen at the beginning of the process as well as iteratively throughout. In large organizations, this is often the role of the Insights function, and it should be. Insights should be driving the front-end of the process and helping link strategic innovation objectives to the external headwinds and tailwinds identified in the market / consumer space.

According to my experience, I work in these three main areas: - Exploration: Create the open ecosystem for innovation, dicover trends, partner, creatin alliances, etc. - Transform the exploration results into tangible opportunities. Identify challenges and carry out projects to turn them into actionable and profitable products, services, better processes o new businesses - And finally, foster the innovation culture within the organisation. Otherwise, seeds will be planted on rock. The best ideas can come from anywhere in the company. We need to have a listening ear but also encourage people to shout their porposals and take the lead to make them reality.

Break through old thinking, moving the bizz. Do whatever you know and whatever it takes to get results, mobilizing the knowledge and talent present.

An innovation manager needs to help define build/buy. Help guide organizational structure to be ready to accept production ready products and build capacity when needed. Build relationship with vendors/providers Understand potential help/funding partners within the ecosystem Build relationships with stakeholders such as government organizations to help access your certain resources

Como o gestor de inova??o é muito desafiado a trabalhar num processo de risco como a Inova??o e precisa inspirar a equipe pelo exemplo, mais que pelas palavras, para isso, é muito importante que mantenha seu autocuidado em dia. Na realidade autocuidado, auto gerenciamento, automotiva?ao e resiliência s?o competências muito importantes para o sucesso e resultados de um gestor de inova??o.