Part 1 of this topic discussed how research* has shown that 85-90% of innovation portfolios are made up of low risk projects. As there's a strong correlation between risk and reward, it is likely therefore that most companies are not maximising the return on their innovation investment.

This may be because the leadership team and the organisational culture are risk-averse.

In part 2, we explain more about the nature of  risk in innovation and suggest more ways to manage it.  When teams are confident at managing risk in innovation, they can get greater rewards on their innovation efforts by including some riskier projects in their portfolio.

If you think that innovation training is only about learning how to develop new products and services then think again.

Innovation training is much more. In fact, it’s so important that it can literally save jobs and organisations.

Not convinced? Then read on.

In 1961 John F Kennedy, set forth his vision for the United States to put a man on the moon within the decade.

At the time, none of the powerful rocket engine and computing technologies required to fulfil his ambition existed. Nevertheless, nine years later his vision had become reality.

By the very fact of sharing and committing to his bold vision, JFK was mobilising huge resources towards his innovation project. These resources include the creativity and enthusiasm of all the team members at NASA and all the other science, technology and engineering bodies who could play a part in delivering JFK’s vision.