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.”
Radical Innovation, Part III: Balancing Creativity and Structure
Managers can either squelch innovation or make it bloom. The key is learning the most from every step along the way – whether the effort succeeds or fails.
November 5, 2014
• 1 min read
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