> Innovation processes and metrics need to be different from those of the execution organizations At one particular organization I did a short consulting engag

> Innovation processes and metrics need to be different from those of the execution organizations At one particular organization I did a short consulting engagement for we were brought in to help streamline their project delivery process. It turns out that they really needed to have a corporate overhaul of their people incentives. The idea generators were doing end-arounds on their current process and went straight to the implementors so that they could put on their year-end review that "I built relationships and influenced others so that I could spam X projects". Because of this style of thinking this type of activity was breaking their system because they couldn't implement the best project for the company. Only the projects whose owners who were the best at breaking the system. I had actually been an FTE at this company before and definitely could see what this article was talking about in regards to fear of failure. Who wants to put on their year-end review that they failed half their projects? Especially in a GE-style performance management model.