Innovation Management Practices

I am constantly thinking about how to foster innovation in my product organization. Building teams that are experts at execution is the easy part—when there’s a clear problem, product orgs are great at coming up with smart solutions. But it’s impossible to optimize your way into innovation. You can’t only rely on incremental improvement to keep growing. You need to come up with new problem spaces, rather than just finding better solutions to the same old problems. So, how do we come up with those new spaces? Here are a few things I’m trying at Duolingo: 1. Innovation needs a high-energy environment, and a slow process will kill a great idea. So I always ask myself: Can we remove some of the organizational barriers here? Do managers from seven different teams really need to say yes on every project? Seeking consensus across the company—rather than just keeping everyone informed—can be a major deterrent to innovation. 2. Similarly, beware of defaulting to “following up.” If product meetings are on a weekly cadence, every time you do this, you are allocating seven days to a task that might only need two. We try to avoid this and promote a sense of urgency, which is essential for innovative ideas to turn into successes. 3. Figure out the right incentive. Most product orgs reward team members whose ideas have measurable business impact, which works in most contexts. But once you’ve found product-market fit, it is often easiest to generate impact through smaller wins. So, naturally, if your org tends to only reward impact, you have effectively incentivized constant optimization of existing features instead of innovation. In the short term things will look great, but over time your product becomes stale. I try to show my teams that we value and reward bigger ideas. If someone sticks their neck out on a new concept, we should highlight that—even if it didn’t pan out. Big swings should be celebrated, even if we didn’t win, because there are valuable learnings there. 4. Look for innovative thinkers with a history of zero-to-one feature work. There are lots of amazing product managers out there, but not many focus on new problem domains. If a PM has created something new from scratch and done it well, that’s a good sign. An even better sign: if they show excitement about and gravitate toward that kind of work. If that sounds like you—if you’re a product manager who wants to think big picture and try out big ideas in a fast-paced environment with a stellar mission—we want you on our team. We’re hiring a Director of Product Management: https://lnkd.in/dQnWqmDZ #productthoughts #innovation #productmanagement #zerotoone

𝗙𝗼𝗿𝗴𝗲𝘁 𝗼𝗻𝗹𝘆 𝗧𝗥𝗟. 𝗜𝘁’𝘀 𝗻𝗼 𝗹𝗼𝗻𝗴𝗲𝗿 𝗲𝗻𝗼𝘂𝗴𝗵 𝘁𝗼 𝘄𝗶𝗻 the big grants. For years, we’ve treated Technology Readiness Levels (TRL) as the holy grail. We rush to prove we can move from TRL 4 to TRL 7. But we often ignore the "𝗩𝗮𝗹𝗹𝗲𝘆 𝗼𝗳 𝗗𝗲𝗮𝘁𝗵"—where perfectly functional tech fails because nobody wants to use it. The European Commission is now closing that gap. The 𝗛𝗼𝗿𝗶𝘇𝗼𝗻 𝗘𝘂𝗿𝗼𝗽𝗲 𝗖𝗹𝘂𝘀𝘁𝗲𝗿 𝟱 𝟮𝟬𝟮𝟱 𝗪𝗼𝗿𝗸 𝗣𝗿𝗼𝗴𝗿𝗮𝗺𝗺𝗲 has officially introduced the 𝗦𝗼𝗰𝗶𝗲𝘁𝗮𝗹 𝗥𝗲𝗮𝗱𝗶𝗻𝗲𝘀𝘀 𝗟𝗲𝘃𝗲𝗹 Pilot (SRL). It’s not just a policy recommendation. For specific calls, it is now a m͟a͟n͟d͟a͟t͟o͟r͟y͟ contractual requirement. The shift is clear: 𝗢𝗹𝗱 𝗪𝗮𝘆: "We built the tool (𝗧𝗥𝗟 𝟳)." 𝗡𝗲𝘄 𝗪𝗮𝘆: "We built the tool AND validated that society accepts it (𝗦𝗥𝗟 𝟲)." Societal Readiness Levels (SRL) 𝘁𝗿𝗮𝗰𝗸 𝘁𝗵𝗲 𝗿𝗲𝗮𝗱𝗶𝗻𝗲𝘀𝘀 𝗼𝗳 𝘂𝘀𝗲𝗿𝘀, institutions, and communities to adopt your solution. If your TRL is 9 but your SRL is 1, you don't have an innovation. 𝗬𝗼𝘂 𝗵𝗮𝘃𝗲 𝗮 𝗽𝗮𝗽𝗲𝗿𝘄𝗲𝗶𝗴𝗵𝘁. 𝗣𝗿𝗼𝗽𝗼𝘀𝗮𝗹 𝗧𝗶𝗽: Don't just mention "social science" in a generic Work Package. Allocate a specific budget to measuring SRL alongside TRL. This is the only way the evaluator will know you mean it. 𝗤𝘂𝗲𝘀𝘁𝗶𝗼𝗻: How will you track SRL? Or are you already tracking SRL in your consortium?

One clause cost a Stanford founder billions. In 2013, Reggie Brown’s Stanford roommates froze him out of Snapchat, the app built on his original idea for disappearing photos. He eventually forced a $157.5 million settlement, but missed out on billions as Snapchat’s valuation skyrocketed. What was the clause that decided it all? The IP clause. Here's a 2-tier strategy for protecting IP in deals where your innovation is on the line: #Tier 1: Define what you’re giving away (and what you’re not) Most IP clauses read like shopping lists where everything gets thrown in the cart. Example: "Client shall exclusively own all right, title and interest in and to all Deliverables, including all Intellectual Property Rights therein." Risk: That single sentence can include your pre-existing IP, your proprietary methodologies, your trade secrets, and even ideas you develop after the contract ends. The Snapchat parallel: Brown claimed original ownership of the core Snapchat concept, worth millions at the company's $70 million valuation. The dispute arose because there were no clear agreements about who owned what when the idea first emerged. Better approach - The IP Inventory: Before you sign anything, create four buckets: ▪️Background IP: What you owned before this relationship started ▪️Foreground IP: What you'll create specifically for this project ▪️Derivative IP: Improvements to your existing IP using their input ▪️Joint IP: True collaborative creations requiring both parties Protective language you could use: "Company retains all rights to Background IP. Client receives exclusive license to Foreground IP developed solely for this project. Derivative IP improvements revert to Company with Client receiving perpetual license for their use case." #Tier 2: Negotiate value, not just rights The smartest IP clauses acknowledge that valuable innovations deserve ongoing compensation, not just upfront payments. Traditional model: You assign IP for a flat fee. They commercialize it for billions. You get nothing more. Value-sharing model: IP assignment includes revenue participation, milestone payments, or success fees tied to commercialization. A good framework to use: ▪️For low-value implementations: Flat assignment with reversion rights ▪️For medium-value innovations: Assignment with 2-5% revenue sharing capped at 3x development costs ▪️For breakthrough innovations: Joint venture structure or equity participation Industry-specific considerations: ▪️Software: Focus on derivative work definitions and license-back provisions ▪️Hardware: Emphasize manufacturing and improvement rights ▪️Services: Protect methodology IP while allowing client-specific customization ▪️Content: Separate creation rights from distribution rights Don’t let “standard” IP clauses sign away your future. Contracts don’t just govern today’s deliverables, they decide who owns tomorrow’s upside. #IntellectualProperty #ContractManagement #InnovationProtection

New Zealand is rewriting the rules of research ownership. But without cultural change, will it unlock the innovation we need? The government’s recently proposed reforms to the science system include shifting to a researcher-owned intellectual property (IP) model. Historically, university and CRI-employed researchers have operated under a regime where their institutions owned the IP they generated. The proposed change promises to flip that, giving researchers the right to own and commercialise their discoveries. But ownership alone doesn’t drive innovation. That’s why this article about an initiative out of the US caught my attention: the Promotion & Tenure – Innovation and Entrepreneurship (PTIE) framework. PTIE started as a grassroots effort at Oregon State University led by Rich Carter and backed by the US National Science Foundation. More than 70 American universities have adopted it. The PTIE playbook reimagines how faculty performance is evaluated by expanding the metrics that “count” toward promotion (and, in the US, tenure). Beyond papers and teaching, PTIE recognises: 🔹Creation and use of intellectual property (broadly defined—art, code, design, patents, etc.) 🔹Start-up formation, especially by students and postdocs 🔹Industry-sponsored research and knowledge exchange 🔹Mentorship and training of innovators 🔹Community engagement and public impact 🔹Licensing Why is this relevant for NZ? Because if we’re going to give researchers ownership of their IP, we also need to incentivise them to act on it. Right now, the incentives in our universities are misaligned. A patent or social enterprise often counts for little in promotion reviews, while journal citations do. The PTIE model offers a practical way to rebalance those incentives. It aligns with New Zealand’s ambitions to boost impact from publicly funded research and support innovation. PTIE isn’t just for STEM. It recognises that innovation happens in diverse ways across the academy, whether it’s a biomedical spinout or a digital history archive accessed by thousands. PTIE also offers a framework to better integrate arts, humanities and social sciences in the innovation system. PTIE’s strength is in its bottom-up, faculty-led design. It empowers academics to help shape how their work is valued, rather than having change imposed on them. There is a unique opportunity to combine structural reform (researcher-owned IP) with cultural reform (PTIE-style recognition) to unlock the full potential of our academic workforce. 👉 https://ptie.org/ #InnovationEcosystem #AcademicImpact #PTIE #IPReform #NZScienceSystem #HigherEdTransformation #UniversitiesOfImpact https://lnkd.in/ggN4FZBV

Everyone talks about AI like it’s magic—just sprinkle some algorithms, and suddenly entire industries transform overnight. I wish it were that simple. Because there’s one reality I keep coming back to, over and over again, in my work with executives, founders, and investors trying to build the “next big thing”: the law of LEGACY. People hear “legacy” and think old code and systems, Excel spreadsheets or dusty filing cabinets. But it goes much deeper. Legacy means the roads, bridges, and buildings designed for yesterday’s tools and assumptions. But it also means the societal cultural norms and the legal systems built for a pre-digital world, grinding forward at a snail’s pace while tec races ahead. The architecture of our economies is also legacy—capital flows, pensions, debt—that can’t just pivot overnight without chaos. Lastly and most importantly, legacy is our link with past through present and towards the future through the mental models running in our heads, shaping how we judge risk, trust information, and react to change. Legacy is humanity continuity law. None of these swap out with an API call. This is why we live in a two-speed world when it comes to AI bit we fail to acknowledge iti. On one hand, I see AI models evolve every few months, while the companies I advise wrestle with ERP systems from the 90s or regulators still operating in paper files. I’ve watched founders pitch groundbreaking products that look flawless in a demo—but fall apart the moment they hit real-world legacy constraints. Investors often underestimate how expensive and time-consuming it is to navigate these layers. That’s why innovation pilots stall. Why impressive demos never scale. Why billions get burned chasing “transformation” that never lands. The legacy layers of our world are ignored. Yet here’s the twist: legacy isn’t just an obstacle. It can also be a moat. The people and companies who figure out how to bridge new tech with old infrastructure, laws, and cultural contexts build advantages that pure technical innovation alone can’t replicate. Of course in the process our legacy world gets an upgrade too, but it essential to fully account legacy. My advice to all those investing or building with AI - plan for the world as it actually is—in all its messy yet layered reality. To capture it well, think of it as cake, with different flavours that will give that unforgetable taste: • The top layer is digital tech—fast, modular, exciting. The juiciest. • The middle layer is institutional systems—laws, governance, rules. A bit dry but tasty • The bottom layer is physical & cultural legacy—bricks, roads, norms, beliefs. The most solid of layers with vintage taste, no soggy bottom. When you cut through top to bottom layer, each piece has all the right balancing flavour for the unforgetable Bake Off taste. I am curious how does your cake looks and taste like lately?

Do you want to create radical innovations? Then stop thinking in just one dimension. One of the models I use most—especially when aiming for radical innovation—is the “10 Types of Innovation” by Larry Keeley and his co-authors. Why? Because it forces you to look beyond the product. Most organisations innovate in just one or two areas: • A better product • A new feature • Maybe a shiny service That’s not enough. True innovation happens when you combine multiple types: • Profit model • Network • Structure • Process • Product performance • Product system • Service • Channel • Brand • Customer engagement Here’s the key insight: If you want something truly new, you need to tick at least five of these boxes. Not one. Not two. Five. That’s when competitors struggle to copy you. That’s when customers feel the difference. That’s when innovation becomes strategic—not incremental. So next time you work on an idea, ask yourself: How many boxes are we really ticking? #innovation #strategy #businessinnovation #leadership #growthmindset #disruption #innovationmanagement #futureofwork

Sometimes, a strong master’s thesis — especially when supported by a professional research institute like ILVO — leads to insights that matter far beyond academia. This is one of those cases. In his thesis, Senne Vrins explored why AI-driven weed management, despite its promise to cut pesticide use and improve sustainability, is still struggling to gain traction in Flemish agriculture. The findings are clear: the delay is not because the technology doesn’t work, but because there is a poor understanding of ecosystem orchestration. Farmers, policymakers, AgTech startups, contractors, and researchers all act in their own silos, while success requires alignment across regulation, data-sharing, skills, and business models. Using Ron Adner’s Wide-Lens framework, the study shows that adoption barriers — from cost–risk imbalances to unclear data ownership — are interdependent. Without orchestration, each stakeholder waits for others to move first, creating a stalemate. What is missing is coordinated thinking and governance that actively synchronizes incentives, rules, and trust across the ecosystem. The result is an article that is both academically rigorous and highly relevant for practitioners. It makes the case that AI-driven weed management will only succeed if we shift from isolated technology pushes to ecosystem thinking and orchestration — with initiatives like DjustConnect as key enablers. #AIinAgriculture #AgTech #SustainableFarming #PrecisionAgriculture #ILVO #OpenInnovation #EcosystemOrchestration

Startups don’t fail because of bad ideas. They fail because of missed opportunities to protect and scale those ideas. If you're building a startup and don't have an Intellectual Property (IP) strategy, here's what you might be risking: ❌ Your tech gets copied before you even hit market ❌ Investors hesitate because your innovation isn’t protected ❌ You lose competitive advantage in your own space Now imagine this instead👇 ✅ You file a patent early → Your invention is protected ✅ You trademark your brand → Your identity is secure ✅ You build IP assets → Your company valuation goes up In 2025, IP isn't optional — it's your startup's shield and sword. The earlier you align your innovation with an IP strategy, the stronger your foundation for scaling, attracting funding, and entering global markets. 💡 Here’s what every startup should start with: ✅ Identify your core innovation ✅ Consult an IP expert (yes, early-stage!) ✅ File what's worth protecting — patents, trademarks, designs ✅ Align your IP with business goals ✅ Revisit and revise as you grow If you're a founder or working with a startup, this is your gentle nudge to take IP seriously. 🔁 Share with someone who needs to hear this. 💬 Got a question on startup IP strategy? Drop it below or DM — always happy to provide guidance. #Startup #IntellectualProperty #IPStrategy #Innovation #Patents #stanford #SJSU #Trademarks #StartupIndia #Founders #ViksitBharat #siliconvalley

Forget top-down mandates. Real business agility comes from unleashing the innovators within your organization. Over the years at Make, we have spent a lot of time with our customers. Many of them disrupting their industry with new digital first business models. In these conversations, we consistently come across a certain mindset in people using our technology. They are re-thinking how to operate, re-imagining their business. These innovators are the ones driving real change, enabling businesses to stay nimble and agile. Those people are the ones making the difference, empowering them is the key to achieving business agility. So today, let me share with you a recipe that includes what we believe are the key ingredients to unlock this potential in your organization. First, there is the WILL. It’s the drive to innovate. This one is about the mindset. It’s the belief that they can solve and overcome any challenge. Fundamentally it’s their urge to discover, to persevere and to make breakthroughs. And you can impact this by inspiring them. By celebrating those who drive change. By showcasing where transformative solutions like visual automation, AI agents or no-code tools can be used to overcome day-to-day business challenges. It’s about inspiring people through use cases and success stories - to motivate people to achieve more of their own potential. Second, there is the SKILL. People’s ability to drive innovation. Whether people have a highly technical background or are self-taught doesn’t matter. It’s about fostering a culture of continuous learning and adoption of new technology. It’s about allowing your people to spend time on acquiring new skills to drive change, and to reinforce it with supporting these learning opportunities. And third, it’s about your business ENVIRONMENT. The organization around the individual, strengthening the innovators. The right environment is about promoting a culture of innovation, experimentation. Empower individuals. Let them fail fast and iterate. Allow them to challenge the status quo and embrace change. If you bring those ingredients together, you are creating a sweet spot. You are setting yourself up for making business agility a reality.  So, don’t wait for innovation to find you. Start to transform your business by impacting those three aspects for the innovators in your team. What steps are you taking to foster innovation in your company? #businessagility #nocode #automation 

Businesses and organisations need strong IPR (Intellectual Property Rights) strategies to protect and monetize their IP. Consider these key IPR strategies: 1- IPR strategy includes fostering innovation and R&D: Businesses should encourage employees to create new ideas, inventions, and works and provide R&D resources. A strong innovation ecosystem may help businesses build a pipeline of valuable intellectual property assets that boost competitiveness and market advantage. 2- IP Protection: IPR strategies focus on IP protection. This requires understanding the organization's IPR (such as patents, trademarks, and copyrights) and taking appropriate legal steps to protect them. Apply for patents, register trademarks and copyrights, and protect commercial secrets. Working with IP legal specialists is essential to ensure proper filing and navigate IP legislation. 3- IP Portfolio Management: Businesses should be proactive in IPR portfolio management. This requires periodic audits to identify and assess IP assets, categorising them by strategic importance, and prioritising resources for their preservation and use. It involves monitoring IP rights' validity and usefulness, making strategic decisions on filing new applications or releasing old assets, and aligning the IP portfolio with corporate goals. 4- Commercialization and licencing: IP licencing works well. Businesses can licence IP to other parties for royalties or other financial benefits. Licencing lets businesses enter new markets, expand, and make money without investing in manufacturing or distribution. Proper licencing negotiations and commercial agreements are essential. 5- International IP Considerations: Global businesses must consider international IP. Understanding IP laws in different countries, registering for global IP protection, managing global trademark portfolios, and resolving cross-border IP enforcement issues are all part of this. Businesses should engage IP specialists or foreign IP lawyers to navigate these issues. 6- Education and Training: Businesses need IPR awareness and training. This involves training staff on IP protection, fostering a culture of IP respect, and ensuring they understand their IP protection and use responsibilities. Partners, suppliers, and customers may get IP training to better collaboration and comply with IP laws. 7- Defensive IP Strategies: Businesses may manage risks, deter infringement claims, and protect their IP assets with defensive IP strategies. This includes strategic patenting, defensive patent portfolios, patent pools, and cross-licensing. Defensive IP measures help organisations avoid lawsuits and improve negotiation positions. It's important to note that IPR strategies should be tailored to the specific needs and goals of each organization. Consulting with IP experts can provide valuable guidance in developing and implementing effective IPR strategies. #ipstrategy #intellectualproperty #ipmanagement #businessadvisory #consultancy