Resources for Innovation
Innovating business is often communicated as strategically important. The actual allocation of resources, however, speaks a different language.
February 20, 2026
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Nothing new that resource-wise innovation projects are always in daily competition with operations in the core business. But often the situation is rather like
„In two years from now we expect to generate 10M € of revenues with new business models. That`s why we invest in two fulltime employees to work on achieving this goal.“
Now, how realistic is it that 2 people can facilitate this, no matter how motivated and smart they are? If this was realistic, any Start-up (e.g. 20 people working 150% for 3 yrs to achieve this range of revenues) would be doing something horribly wrong.
Most likely a lack of experience what it means to develop new business. And no one there giving a better estimation.
It happens that growth expectations from scaling core business are transferred to developing new business. Even though these two tasks cannot be more different regarding approach, required skills and challenges. When scaling, the business itself is proven already. There`s no need to first identify, then understand a new target group very well to then at all be able to develop and test new kinds of solutions and business models. Not even taking into account the hurdles that often have to be overcome when trying to develop new business within an existing organisation.
Educator - Educating the top management about innovation work, the coherences and what can be expected. Who else should set expectations straight on innovation work and requirements if not Innovation Management?
Partner - Working closely together with the Top Mgmt. to define goals and a feasible way to reach goals.
Self-Protector - Being very precise in defining a realistic path and not taking responsibility to reach certain goals if adequate resources are not provided. It happens too often that Innovation Managers allow that they are put in a fight that cannot be won.
Encourager - Giving the innovation manager psychological safety by encouraging that he/she is the one with the most expertise in the company in terms of coherences in innovation work.
Partner - Working closely together with the InnoMgmt to jointly define goals.
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"There are some topics popping up in our other project. But we'll manage somehow to keep the innovation project going"
Even if sufficient manpower is provided at the start of an innovation project, it often happens that team members have to take on other tasks in day-to-day operations at short notice. The innovation team can no longer deliver the desired output, no matter how motivated and willing to work overtime.
Stage 1: Team members don`t realise that they are not investing enough time in the innovation project. The attitude “We'll manage somehow” prevails and the project coach and/or the team lead fails to make the team realise the insufficiencies. Maybe because suggesting to stop the project is perceived as risk to the own standing in the company.
Stage 2: Team, team lead and coach have realised that the project output suffers. But they want to avoid possible negative consequences when informing the project sponsor.
Stage 3: The project sponsor is informed about the quality loss in the project but does not draw consequences such as putting the project on hold or initiating measures to free team members from other tasks. Possibly the project sponsor himself feels under pressure to conduct and finish the project. Maybe due fear of risking own reputation. Or, the project sponsor feels that the team could still perform sufficiently in the innovation project.
Moderator - Understanding the individual motivations of the individual stakeholders (team members, coaches, project sponsors) and suggesting solutions to the team or to the project sponsor how to proceed. Putting an innovation project on hold due to a lack of resources is definitely a viable way and has several advantages. It shows that to the innovation team, sponsor, coach and innovation management are taking it serious to deliver the results initially agreed on. Another benefit is that by putting innovation work on hold we circumvent the risk of burning the reputation of innovation efforts in the company by not delivering sufficient quality.
Consequent Manager - Being consequent in finding a way to either ensure relevant project output or putting the project on hold. Anything else is likely to lead to reputation loss of the innovation management and the whole initiative. Not easy, as innovation managers naturally feel dependent on the goodwill of their superiors. A lot of very precise communication is necessary.