Consequent Behaviour

One of the hardest behavioural changes towards effective innovation work is acting consequently. We can set ambitious objectives, communicate processes, stage gates and tools, onboard and train people. But it all won`t help if we don`t consequently change certain aspects in our own behaviour.
October 14, 2025

To a major part it is our behaviour that is in the way of becoming an innovative company. Not some magic out-of-this-world innovation-specific behaviour is needed. But simply acting consequently. Ha, if it was just that simple. Its not.

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Consequence in

  • stopping innovation projects if they don`t bring expected results
  • following a systematic approach
  • investing in development if prior exploration has created sufficient evidence for potential

Compared to already established decision processes this is much more difficult in innovation processes. Because consequent decisions in systematic innovation is new and unfamiliar to most decision makers. And comparatively uncomfortable due to other kinds of information to work with.

Wait on if you believe you can afford it. If not,

Begin to build serious innovation management.

@ C-Level Managers: Install an innovation system that gives you headroom back for other things.
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@ Innovation Managers: Design your role before someone else (with less expertise) does.
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