Five mistakes to avoid when managing a disruptive project: 5- Choosing the wrong people

This article is the last part of a series of fives articles on mistakes to avoid when managing a disruptive project, extracted from my new book “A Manager’s Guide to Disruptive Innovation”.

One of the mistakes that companies wishing to develop innovative programs often make is to think only in terms of organization and processes: “how can we do it, how can we organize it”, etc. They forget that, as we have pointed out, innovation is a social process and that the human dimension of this process is paramount. Therefore, an important question arises: who should manage an innovation project?


How Top Management Kills Disruptive Innovation: Death by a Thousand Cuts

We often think that innovation is not successful within an organization because top management puts an end to the project or denies the project the means necessary for its development. This happens, but this is rarely the case. Very often, innovation, especially disruptive innovation, dies when the project is discovered by top management, and the latter, for the price of its support, requires that the project fit within the current organization, thereby removing its disruptive aspects.