The greatest innovation comes from shared collaborative alignment.

Type: Case Study

Client: Media organization

Category: Strategic Innovation 

Need: More innovative business ideas

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In the fast-paced media industry, innovation is critical to lasting success. However, the bigger an organization grows, the more structure that is needed to keep the organization running effectively. Ironically, it is that very structure that often can undermine the organization’s ability to stay innovative and nimble, thereby causing gaps in its effectiveness. This media organization had long stood out as an innovator in the market. However, in recent years, its leaders’ ability to innovate began to be hampered by their focus on creating needed internal structure. And as leadership across the organization began to increasingly segregate between those who had been with the company since its beginnings and those who were more recently hired to bring new ideas to the table, there became an increasing inconsistency between leadership perspective and vision. All this leading to conflicting directives across the organization, and an almost stand-still of product innovation and speed-to-market.

Indicator: Growing business creating the need for more structure
Indicator: Increasing contrast amongst leader tenure
Indicator: Inconsistency in leadership directives
Indicator: Slowing innovation and speed-to-market

Recommended Solution / Approach

Chicken or the egg is that most obvious question that comes to mind in the artful balance between innovative vs. structured growth. And as with most all business ventures, there is no one way that works all the time. This leaves leaders needing to identify and work through the best approach for their unique organization, culture, leadership and product offering. The exploration begins with an historical examination of the organization’s growth, and where it currently lies in its short and long-term strategic life cycle. By helping leaders step beyond the “on the ground” perspective (which is often laced with conflicting priorities between leaders) to see the bigger arching picture of their organization’s journey, it became easier to see where there was greater alignment their originally perceived. From this newly realized alignment, leaders are able to more easily find opportunities for compromise, noting that what they had been fighting for often became irrelevant when examined from the bigger organizational vision. Hence allowing a healthy flow of product innovation to continue, while also using innovative thinking to create unique and effective structures to support that flow of product innovation.


Top Outcomes

  • Greater alignment, trust and peer support amongst leaders
  • Innovation beginning to flow again in all areas of the business
  • Increased structural efficiency in product operations
  • Reduced conflict and greater buy-in a shared organizational vision