Radical Innovation, Part III: Balancing Creativity and Structure

Managers can either squelch innovation or make it bloom. One key is learning the most from every step along the way – whether the effort succeeds or fails, says Kimberly A. Wagner, a partner and managing director at BCG. In Part III of this Knowledge at Wharton interview, Wagner notes that innovation “is something that should be managed and controlled, but in a way that allows the organization to learn, as opposed to in a way that squelches things.”