Innovation

Only one in four firms converts innovation investments into real performance gains. Most technology projects fail for predictable reasons: unclear goals, weak decision criteria, fragmented execution, and inconsistent ownership. High-performing organizations avoid these outcomes by choosing the right strategy and managing their innovation portfolio with discipline.

When Salesforce launched its AppExchange in 2005, it pioneered a new competitive moat. Today, with over 7,000 partner-built applications extending its platform, Salesforce’s ecosystem generates more customer value than its core CRM ever could alone. 

Strategic foresight teams face a persistent challenge: drowning in data while starving for actionable insights. According to recent industry research, organizations scanning their business environments encounter thousands of potentially relevant signals daily, yet struggle to translate even a fraction into strategic decisions. If this sounds familiar, you’re not alone – and we have solutions.

Your product backlog has 287 items, and 43 are marked “high priority”. Your roadmap hasn’t shipped a feature customer actually asked for in four months. And the last prioritization meeting ended with three teams convinced their work is more relevant than everyone else’s. That’s a true framework problem.

Software promises to make work easier, faster, and smarter. RFPs make it slower, harder, and dumber. Unless you focus on the right questions instead of checking boxes.

Ideas are vibrant and diverse. They appear in countless forms—jotted on post-it notes, listed in spreadsheets, or shared aloud during workshops. They come from various sources, including employees, partners, start-ups, universities, or even a sudden creative spark. While generating ideas is often straightforward, managing this abundance of inputs and formats, and channeling resources toward the

You track everything: sprint velocity, feature completion, release cadence. Yet you can’t answer the one question that matters: are we building things customers will actually pay for? Most product teams are data-rich and insight-poor.

  Your quarterly strategy brief lists 43 emerging trends to monitor. Your horizon scanning team tracks 12 industries and 200+ technologies. And your last board meeting spent 45 minutes debating whether a market signal spotted six months ago still matters. That’s strategic analysis paralysis.

Your quarterly strategy brief lists 43 emerging trends to monitor. Your horizon scanning team tracks 12 industries and 200+ technologies. And your last board meeting spent 45 minutes debating whether a market signal spotted six months ago still matters. That’s strategic analysis paralysis.

In markets spanning commercial and institutional customers, most startups don’t fail due to a lack of capital. They fail because their evidence is weak. Credibility – not capital – decides who scales and who stalls.