How can you identify leaders who drive technological innovation?

Credibiltity is the most important characteristic. With a good record of work is the first step to put the team on track and believe in the project. Sometimes the vision is beyond the eyes it is important to have the trust of the team, of course, allied with a good communication skills, strategy, team and hardworking

Identifying innovation leaders involves assessing visionary thinking, risk-taking, adaptability, collaboration, customer focus, and a track record of success. Effective communication, ethical decision-making, and industry involvement are also key indicators.

To be honest, and yes self-serving, the way to tell is to LISTEN to those who are trying mightily to get people to use new technology. This process has a name. It is called technology transfer. Successful transfer of technology requires profound understanding what is currently in use, the benefits and costs of change, and what changes are necessary to change practice. It is not easy and requires working on site. It is not theoretical, but rather very practical.

Identifying leaders who drive technological innovation involves assessing key characteristics. Look for individuals who exhibit a deep understanding of emerging technologies, a vision for their application, and a track record of successful innovation. They often display strong problem-solving skills, adaptability, and the ability to inspire and motivate teams. These leaders are open to risk-taking and experimentation, prioritize continuous learning, and have a forward-thinking mindset. They also tend to build networks and collaborations to foster innovation.

Las cualidades preponderantes en líderes que promueven la innovación se relacionan principalmente con su personalidad. Son individuos inquietos, ávidos de conocimiento, que no se conforman con lo establecido y siempre buscan aprender más. Además, poseen una gran dosis de humildad, pero también la determinación necesaria para persuadir a otros líderes. Disfrutan explorando nuevas tecnologías, procesos y programas, principalmente porque visualizan oportunidades para experimentar, evaluando constantemente si estas oportunidades son viables o no. Poseen una capacidad analítica destacada para discernir qué prácticas son verdaderamente beneficiosas para una empresa y, además, son empáticos y promotores entusiastas de la innovación.

Leaders who drive technology innovation are those who question the status quo. You have to be willing to challenge the existing corporate culture and the traditional ways of doing things. You must be willing to take on the inevitable pushback and the nay-sayers! Don’t be satisfied with incremental changes but seek transformative shifts in how technology is leveraged. Leaders who drive technological innovation, from my perspective, are those who are open to external collaborations, adaptable, challenge the status quo, advocate for agility and risk-taking, are collaborative, results-oriented, and have a broad vision for industry-wide impact.

Creo que una de las características relevantes es la tolerancia a la frustración, la innovación no es un proceso lineal y muchas veces hay que iterar o incluso pivotear, lo importante es aprender rápido. También se necesitan buscadores de problemas, que tengan la capacidad de identificar necesidades y en base a un trabajo colaborativo definir e idear.

Identifying leaders who drive technological innovation requires a nuanced approach, as effective innovation leadership involves a combination of personal qualities, skills, and a track record of success. -Vision: Strategic planning and futuristic thinking. -Risk-Resilience: Courageous decision-making and quick adaptation. -Team Empowerment: Collaborative leadership and customer-centric focus. -Continuous Learning: Curiosity, lifelong learning, and iterative improvement. -Communication: Inspiring communication, active listening, and ethical decision-making. -Networking: Industry involvement and external awareness. These behaviors drive progress, inspire teams, and steer organizations toward technological advancement.

Los líderes de innovación suelen estar constantemente atentos a las fuentes de donde emana la innovación, tanto a nivel tecnológico como empresarial. Además, actúan como facilitadores para las propuestas innovadoras dentro de sus empresas, proporcionando recursos y visibilidad a quienes las generan. Tienen una mentalidad de prueba rápida y no temen al fracaso, considerándolo como una oportunidad de aprendizaje para futuras iteraciones, siempre dentro de límites establecidos. Son resilientes y poseen la habilidad de comunicar efectivamente los beneficios de la innovación dentro de la organización.

I believe the question is framed incorrectly—innovation leaders should emerge rather than be identified. The traditional model has shifted to democratized innovation, welcoming ideas from anyone in the organization. Establishing a culture of innovation and nurturing people's capabilities to explore ideas is crucial. Many employees possess deep expertise and need leadership to create an environment fostering creativity and novel solutions. This requires a philosophy that removes hierarchical barriers, values openness, and rewards initiative. Training, cross-functional teams, and access to resources enable individuals to contribute meaningfully to the organization's innovation journey. It becomes evident who the innovative leaders are.

Below are some of the tools and what they measures 1) Innovation360 Assessment: Focus: Assesses innovation capabilities and identifies areas for improvement. 2) Creative Leadership Assessment: Focus: Evaluates creative leadership skills, including problem-solving and adaptability. 3)Innovation Leadership Assessment: Focus: Measures skills like idea generation, risk-taking, and fostering an innovative culture. 4) IQ Assessment: Focus: Measures an individual's ability to drive innovation and suggests areas for improvement. 5)HBR 360-Degree: Focus: Provides comprehensive feedback on leadership skills, including innovation, from multiple perspectives.

I would shift the definition from innovation leaders to innovation influencers as leadership often relates to those in leadership positions. Influencers could be individual contributors or subject matter experts with strong organizational acumen, a keen sense of curiosity & wonder, never settling for status quo and enthusiastic about inventing something new.

Si bien es cierto que la innovación puede surgir en cualquier nivel de la empresa, contar con líderes que la impulsen marca una diferencia significativa. Esto se debe a que las iniciativas tienen más éxito cuando reciben respaldo desde la alta dirección. Aunque estos líderes pueden no dedicar todo su tiempo a este fin, su apoyo, visibilidad y recursos proporcionan un impulso renovado para que la innovación fluya en toda la organización.