iNSIGHT

McKinsey says Organize for Breakthroughs? Or Hearding Cats? Here’s How

McKinsey, famous for defining darkness as a standard and then inventing lighbulbs, has outlined the model for breakthroughs. Hearding cats is also possible. But how do you encourage breakthroughs? Here’s how.

In a recent McKinsey Insights, The discussion turns to “Organizing for Breakthroughs” and clear steps that can create successes in a field that is beset with a very long term window:
– everyone is aware of the products and technologies from the secretary to the scientist
– global heads cause “preferences” but diagnostics reports to X and pharma to Y
– champions determine success: global development or the head of product strategy
– pursue, pursue, pursue. at your own risk
– keep it in the family becuase “giving…a few shares..delivers the worst of both worlds”
– innovation hubs don’t help solve specific problems, go where the challenges are
– de”risk” to help late stage efforts make it rather than axing them
– “10 percent more innovation [is better] than 10 percent more efficiency”
– thinking in 30yr cycles means 10-15yr goal windows and 3-5yr focus areas

With these fully valid windows for long term and difficult problems to solve, the outcome is never gauranteed. With shorter windows, we see a better possibility in the hearding cats model of Organizational linkages for new product development: Implementation of innovation projects and specific mechanisms to build cross functional

 

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