When governance happens, and what makes innovation vehicles work
Even the best-designed innovation system stalls without rhythm. Part 2 covers the second half of the framework:
- WHEN: cadence and decision rhythms that keep the portfolio moving
- Lessons learnt: what consistently makes an innovation vehicle work (plus 3 tactical tips)
WHEN: cadence, decision rhythms and follow-up routines
Even with the right people and the right process, innovation stalls if decisions have no rhythm, projects have no deadlines, and handovers have no urgency.
The WHEN in one sentence
Set a clear cadence for intake, reviews and decisions—so teams know when to apply, what to prepare, and when a “fund / pivot / stop” decision will happen.
Board decision-making cadence
There are two common approaches:
Periodic decisions. For example, every two months you run a portfolio review and make decisions across all projects. This helps ensure a portfolio view and enables comparison (balance and opportunity cost). The downside is that projects closer to readiness at that moment may have an advantage.
On-demand decisions. This gives flexibility to decide when a project is ready to face the board. The downside is procrastination risk and “zombie” projects: without systematic comparison, it is easy to accept “good enough” progress and delay the decision to stop.
A practical hybrid approach is often the best: on-demand decisions + periodic global portfolio reviews.
Idea deal flow: when ideas enter the system
Idea sources can include hackathons and challenges, ideation sessions, co-creation with customers or providers, external sources such as partners or academia….
But you also need to decide when ideas enter the system. Two intake modes are common:
In batches. You accept submissions during defined windows. This concentrates communication and screening effort and helps focus on a theme or priority. The risk is missing windows of opportunity.
Always open. You accept submissions at any time. This avoids waiting when timing is right, but it requires continuous screening capacity. A practical warning: many people are “deadline-junkies”, so even with an always-open mode, communicate screening dates and response times.
Checking progress: follow-up rhythms that prevent drift
The IMT should run regular follow-ups with teams. Cadence creates healthy pressure and makes lack of progress visible early.
A simple heuristic is the boredom metric: if, after a few weeks, a progress meeting feels like a repeat of the last one, it is often because learning has stalled.
Checkpoint meetings with the innovation board can also help, as long as the board provides useful guidance or support—not only evaluation.
Lessons learnt from launching an innovation vehicle (what actually makes it work)
Over 27+ years in corporate innovation, I’ve launched and run several innovation vehicles—and witnessed many more being launched. The lessons below are the ones that consistently show up when you build an innovation vehicle with purpose, not as a campaign.
Clear objectives + strategy alignment beat enthusiasm
If your innovation vehicle cannot clearly explain why it exists, what it is trying to achieve, and how it connects to company strategy, it becomes vulnerable to leadership changes, budget cuts, and “why are we doing this?” moments.
Alignment is not a slide. It is protection.
Dare to experiment, adapt and evolve
Be brave enough to adopt new ways of working—even if you fail. Treat an innovation vehicle like a product: run it with experimentation, feedback loops and iteration.
Top management support is the multiplier
Innovation vehicles need permission to experiment, the ability to say “no” to misaligned work, support when projects challenge the status quo, and resources (budget, time, people). Without senior support, governance becomes symbolic.
Culture and enabling processes are real infrastructure
Whether you want it or not, launching an innovation vehicle changes the culture. Participation rules, psychological safety, training and mentoring, and processes that do not punish experimentation are essential.
Operational friction matters as well: procurement, legal, security, IT, and data governance can enable you and becaome your allies—or quietly kill initiatives before they start.
Measure the value created (or you will lose credibility)
Don’t skip innovation accounting. Innovation requires resources; if you cannot show value, you will be seen as a cost centre. Measure against the objectives you set at the start, and track outcomes in ways that fit maturity and uncertainty.
Three tactical tips
1) Start small
Pilot the operating model. This lets you learn how to make it work while minimising risk. Prove it works, then scale.
2) Lead the change
Don’t hesitate to bring in external help and learn from others’ experience—but remember you know your organisation best. You are the one who can adapt external lessons to your culture and context.
3) Never stop evolving
Companies are living organisations in constant change. Innovation vehicles must evolve and adapt continuously.
Closing
Corporate innovation works when it becomes a system:
- right people (WHO)
- clear strategy and evidence-based flow (HOW)
- cadence that keeps decisions moving (WHEN)
- clear objectives, continuous improvement and leadership support (lessons learnt)
