“There is a difficult transition in management from being the knowledgeable expert and the problem solver to becoming a process architect. The importance of good process in organizations is undervalued and people seldom get credited for putting good processes in place. It makes sense therefore that C-level executives don't want to delegate expertise and problem solving tasks which help them to "shine" and attract widespread recognition.” PeopleHelpingProblemDifficultImportanceManagementShiningRecognitionMake SenseArchitectProblem SolvingExpertiseKnowledgeable Author:Yves Doz
“Data show that for a variety of reasons including M&A activity, legacy and growth into emerging markets, the size of most firms' innovation footprints or networks is increasing. Obviously, the bigger the network, the greater the management, co-ordination and running costs.” ReasonRunningGrowthInnovationManagementVarietyLegacyEmergingFootprint Author:Yves Doz