Over the past couple of years, many companies have been taking steps to formalize the innovation function, creating a separate innovation office and appointing a Chief Innovation Officer (CIO). Interestingly, this development coincides with a period of economic crisis, and may signal a growing recognition that the way forward is innovation, which will ultimately affect or condition a company’s industry position over the long term. As companies formalize the innovation function, they’re also seeking to create a culture of innovation. But what exactly is an innovation culture? And what’s the role of the CIO in creating this culture? The authors think they have an idea, which they test by interviewing CIOs, directors and managers at 22 companies about their experiences of building a culture of innovation. Several key points emerge, particularly related to what kind of leadership model is needed for the task, and they reveal the biggest roadblocks that companies will need to clear in order for innovation to go from talk to action.

Tools and Frameworks:
> “Innovation Killers” cites several difficulties that frequently stymie innovation.

Examples Cited:
Contains numerous real-life examples from Chief Innovation Officers, vice presidents and directors of innovation, and innovation managers and innovation champions, discussing their personal experiences.

Research Basis:
Based on several years of research and interviews with leaders at 22 large multinationals in the consumer goods, finance, media and technology sectors, as well as players in social media and Internet-based businesses, and a survey conducted with Capgemini Consulting.

About the Authors:
Paddy Miller is a professor of Managing People in Organizations at IESE.

Azra Brankovic is a Research Associate at IESE Business School’s New York Center.