Innovation efforts rarely fail because a team ran out of ideas. They fail because no one senior enough protected the space, the budget or the time for those ideas to be tested properly. This course is for the leaders who need to sponsor that space without letting it drift or stalling the delivery work that keeps the business running.
Participants examine the specific leadership behaviours that create psychological safety for teams to propose unpopular ideas, how to fund innovation work in a way that 's honest about risk instead of pretending every bet will pay off, and how to say no to an idea without shutting down the appetite to bring the next one forward. The course also covers how to measure innovation activity in a way that doesn't punish teams for producing "failed" experiments that were, in fact, working exactly as intended.
1 day (f2f) / 2 half days live online sessions
Instructor-led, face to face (or interactive online), with facilitated peer discussion of real leadership scenarios
10 to 18 participants
A leadership, sponsorship or management role
Create the psychological safety teams need to surface unproven ideas
Fund innovation work in a way that's honest about risk and uncertainty
Protect innovation time and space against the pull of urgent delivery work
Say no to an idea without discouraging the next one
Set metrics for innovation activity that reward learning, not just wins
Model the behaviours that make innovation a cultural norm, not a special project
Senior leaders and executives sponsoring innovation initiatives
Heads of product, R&D and innovation functions
Managers whose teams are expected to innovate alongside their day-to-day work
Anyone accountable for an innovation budget or portfolio
Tell us what you need and our team will reach out from across Southeast Asia.
Tell us what you need and our team will reach out from across Southeast Asia.