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LEAD Innovation - Blog

Read our latest articles on innovation management and innovation in a wide range of industries.

Posted by: Daniel ZAPFL

How innovation management should function in corporations

  The innovation managers located in the Group directly on the Executive Board have little to do with concrete inventions: The innovation managers of the subsidiaries are responsible for this. In this blog post you can read which tasks corporate innovation managers fulfil, which hurdles they have to overcome and how this can be achieved. Innovation management is the systematic promotion ...

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Posted by: Michael PUTZ

Innovation manager, innovator, innovation ambassador,... - who does what?

  In the context of innovation, there are a number of positions whose conceptual delimitation is often quite unclear. What distinguishes an innovation consultant from an innovation manager or an inventor from an innovator? What is an innovation ambassador? The most important distinguishing features of the various terms are explained here in a brief overview. Innovation manager The innova...

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Posted by: Michael PUTZ

How you can benefit from outsourcing innovation management

  By outsourcing necessary corporate tasks, such as accounting or IT, companies can concentrate more on their USP and act more effectively. However, many decision-makers cannot imagine letting others perform core tasks such as innovating. You can read in this blog post why the outsourcing of innovation management is also boosting your business. Without a doubt, inventing something new is...

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Posted by: Angela HENGSBERGER

Position Innovation Manager: 4 important factors

  Systematizing and increasing innovation success requires the integration of innovation management and the employees responsible for it. The question is, where is the position of an innovation manager best integrated? And this is surprisingly critical to success.  Innovation is a complex topic that occupies many departments in an organization. But which department is commissioned or whe...

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