Corporate innovation shouldn't be a personality cult

11/3/2010 | (Denmark)

When other structure and organization is missing, some companies try to bring about innovation by sheer force of personality. That can work for some companies in some circumstances, writes Stefan Lindegaard, but should be a method of last resort, to be deployed only when all other avenues have been exhausted. "It limits the input you should get across the organization and externally and it turns innovation in a luck-based game rather than a well-planned process," he notes.

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