An opportunity to lead an innovation project within an established organisation can often feel like a blessing. The expectations of the organisation’s leadership, and indeed the broader organisation, are high; and there is typically considerable anticipation about how the innovation – the output from the project – will ultimately perform. But these types of projects are inherently risky on two different levels.
Firstly, they involve launching new ideas into a world that is changing rapidly and where the future is increasingly uncertain.
Secondly, the capability to execute these types of projects successfully, tends to be patchy because the organisation’s understanding of cutting-edge innovation practices can be relatively limited. So whilst the opportunity to lead an innovation project might feel like a blessing, the project leader can often be in a situation doused in high expectations; but in a situation with little real chance of successful execution.