Ever heard that 90% of corporate innovation teams are shut down within three years? Shocking, right? But it's the hard truth. Too many businesses jump into the innovation race with grand plans, only to hit a wall when they realize: “Innovation is a strategic priority” isn’t enough. There’s something missing, and most companies don’t see it until it’s too late.
In this edition of Faces of Innovation, we had the pleasure of talking with Robyn Bolton, an expert innovation adviser and founder of Mile Zero, who sheds light on what makes innovation truly successful. She’s also the author of Unlocking Innovation: A Leader’s Guide for Turning Bold Ideas into Tangible Results, a must-read for anyone looking to lead innovation teams.
So, what’s the secret to success in corporate innovation? In this conversation, Robin shared her insights into what it takes to lead innovation in today’s business environment, including the common mistakes leaders make, the importance of leadership behaviors, and the key role that organizational culture plays in driving success.
Robyn has spent years guiding organizations through the maze of innovation, and one thing she’s sure about: leadership is everything."Innovation is not an idea problem," she says. "It’s a leadership problem." The difference between a successful innovation team and one that struggles is how leaders set up their teams, respond to ideas, and navigate the inevitable uncertainties.
This goes beyond just making decisions—it’s about shaping the behaviors of the team. Robyn emphasizes the need for innovation leaders to provide "air cover" for their teams. They need to act as advocates, ensuring their teams have the space and resources to thrive. "You have to be the biggest champion of innovation within your organization," Robyn says. "It’s not enough to just be the person who greenlights projects. You have to defend your team, even when things get tough." She’s seen firsthand that companies often fail because they don’t have the right people in leadership roles, or they’re simply not prepared to handle the ambiguity innovation brings.
A fascinating analogy Robyn uses to explain the disconnect is this: "If you ask a fish to climb a tree, the fish will fail. Some people can make that switch." This metaphor speaks to the challenge many high-potential individuals face when they transition into roles that require them to be innovation leaders.
The successful innovation teams Robyn’s worked with have been led by individuals who can navigate uncertainty and drive strategic decisions with clarity. As she points out, “You have to flex between two worlds. You have to be able to welcome ambiguity in one space while being certain in another.”
Robyn doesn’t just talk about innovation; she’s lived it. From helping to launch Swiffer at P&G to spending a decade working alongside Clayton Christensen—the father of disruptive innovation—Robyn has seen firsthand what works.
Robin’s book introduces a simple but powerful framework: the Innovation ABCs. It’s designed to help leaders understand the different facets of innovation, and how each one needs to work in harmony.
This is the foundation—the structure, systems, and strategy. As Robyn points out, you can have all the bright ideas in the world, but without the right architecture, those ideas won’t go anywhere. Innovation teams need a clear plan and an environment that supports experimentation, risk-taking, and iteration.
Here’s the kicker. Robyn says, "Innovation is not an idea problem; it’s a leadership problem." Successful innovation starts with the right leadership behaviors. It’s about creating the right conditions for ideas to grow. Leaders must act as champions, offering support when things get tough, and ensuring their teams have the resources and the freedom to experiment. “You’ve got to provide air cover for your team,” Robyn explains, “and be their biggest advocate."
We’ve all heard about the need to build a culture of innovation, but Robyn takes a different angle. She stresses that culture will follow leadership behaviors. “Culture isn’t something you put in the water,” she says. It’s the result of consistent leadership that nurtures the right mindset and behaviors across the organization.
Robyn shares a powerful story from her career: when an innovation leader starts, they’re often expected to deliver value immediately. The expectation to show results in the first few months is overwhelming, and the challenge is figuring out how to deliver quick wins. But sometimes, the quickest way to achieve innovation isn’t through new, shiny ideas—it’s about clarity.
Her advice? Don’t jump into flashy projects right away. Instead, take time to organize, clarify goals, and assess the landscape before diving into new initiatives. It’s about creating a strategic framework, just as she does with the Innovation ABCs, that positions your team for long-term success.
Robyn introduces an important tool in her book: the concept of the "Innovation Playground." This idea is a practical way to organize and assess innovation projects across a company. The Innovation Playground helps leaders determine which projects are worth pursuing, which are worth refining, and which should be shelved altogether.
Robyn emphasizes the importance of identifying the "growth gap," a concept that helps companies align innovation efforts with their long-term growth goals. “By taking a look at where the company is now and where they need to be in the next few years, you can begin to map out the innovation efforts that will make the biggest impact.”
Creating the perfect innovation team is a process. You can’t just throw a bunch of talented people together and hope it works. Robyn emphasizes that success comes from shared values and collaboration. Innovation leaders need to establish shared values within the team to ensure that everyone is working toward the same goal.
“When you have a unified team with shared values, that’s when the magic happens,” Robyn says. “You need friction to create sparks, but that friction has to come from a place of trust and respect.” Without that foundation, innovation efforts can easily fall apart under pressure.
And it’s not just about shared values but about making space for different perspectives. Innovation thrives when diverse ideas come together, challenge each other, and spark new possibilities. Robyn's advice: start with the right behaviors, then let culture follow.
Leading innovation isn’t just about visionary ideas—it’s about the right leadership behaviors that allow those ideas to flourish. As Robyn Bolton explains, successful innovation starts with the people who can flex between ambiguity and certainty, empowering their teams to take calculated risks and drive growth. If you're looking to build a high-performing innovation team that can turn bold ideas into tangible results, Bamboo Crowd can connect you with the leaders who can make it happen.
Ready to find the right innovation leaders who will guide your company through the challenges and into success? Reach out to our team and let us help you.
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