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The pressure to be more innovative is big. This pressure comes from various sources at the same time. Customers want better, easier, more useful solutions. Investors want to see the company they invested in more agile and more innovative. The board simply amplifies the pressure from the market onto the executive bench. Top talents want to work in innovative companies and the competition from fast-growing and scaling young companies on top of all that. A CEO of a global enterprise cannot be the same innovator as the CEO of a startup. But the enterprises can look for innovative talents who may perform that role without taking the entrepreneurial risk of starting and driving their own business.

The Innovator

The title says it all, the person innovates. However, in our today’s complex business organizations, we need to not only think of innovative solutions for customers but also innovative solutions internally. Many marketing departments conduct their business in more or less the same way, with the same KPIs and the same methods as 25 years ago. Marketing innovation can have extremely positive effects on a companies market presence. Innovation itself is another even more dramatic challenge. How can a perfectly organized company with a top-level employee utilization craft out time for innovation? Whether for internally or externally faced innovations, the innovator is a top talent that has a wide-open mind, is a stellar listener, and amazing observer. That person has lots of experiences with which they can compose new ideas and are trained to “play” with their brain and produce groundbreaking ideas. The innovator is the person who literally produces innovation without being the expert that actually builds the product or service that will rock the market. The developing and building process remains in the engineering or other specialists’ hands. The innovator typically would report to a Deep Innovation Design Manager.

The Deep Innovation Design Manager

We all learned that the value of an idea is zero. The value of innovation grows with its distribution throughout global markets. The Deep Innovation Design Process needs managers with a 360° view of all aspects, steps, processes, stakeholders, and activities who can navigate and moderate the process with whole teams, partners, contributors, and other stakeholders. He or she is the Innovation Success Manager and would typically report to an Innovations Paradigm Executive or directly to the CEO in smaller organizations.

The Innovation Paradigm Executive

In large enterprises with different business units, countless departments and many products need an executive-level person to craft a corporate-wide innovation strategy, work with the C-Level of the company, coordinate the innovation engagements across all business units and ensure the financial engagements and capital distribution throughout the various projects, run by the Deep innovation Design Managers.

In the new world of Innovation Paradigm Models and Deep Innovation Design methods, innovation is demystified and turned into predictable and manageable activities that can be planned, budgeted, and managed. And to do so, businesses need talents to perform these new jobs.

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