| A guide to creating new value from internal innovation for board-level personnel including managers of corporate incubators, leaders of new venture teams, human resource specialists and CEOs within major companies.
Firms must innovate if they are to prosper in the long-term. Despite this, many organisations find innovation and the ability to embrace change beyond their day-to-day reality. Leading-edge companies therefore need to explore new ways of organising for innovation if they are to create new value. This new research report, written by Henley-Incubator, the corporate incubation advisor of Henley Management College, can help. It reveals that one of the most critical challenges companies face is how to mobilise and motivate their firm's latent entrepreneurial talent to bring forward those ideas and see them through to launch. At the same time, they must avoid distracting or demotivating the parent organisation. A key element is the management of risk and reward.
Based on original research with managers of corporate incubators, leaders of new venture teams and human resource specialists within major companies, the report examines the problems they face and the solutions they are adopting. What you will learn:
How Unilever's new venture Insense used the commitment of the founder to turn the potential offered by technology into reality.
Why Powergen's incubator Spark developed a new rewards system to stimulate innovation and new business development.
How British Airways' leadership and motivation skills are paying dividends at new business venture London Eye.
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