The question has arisen: how to balance short-term and long-term developments in an innovation portfolio?
Like so many of these, I have a problem with the framing of the question itself.
My experience of funnels organised by short- and long-term is that the long-termers never get hatched. There are so many barriers for them on the journey – among these changing priorities, shifting environment, new team members, new bosses. And sheer loss of interest.
For me, it’s more useful to categorise innovation project candidates as either urgent or important. That way they all get appropriate and timely attention and resource.
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