Congratulations, You’re Innovating!… Or Are You? Five Questions That Expose the Lies We Tell Ourselves at Work

Course
5 Lessons

Innovation becomes meaningless the moment it disconnects from reality. Every company says they want to innovate. Every CEO says innovation is “a top priority.” Every strategy document includes a shiny paragraph about “future readiness.” But the real test is not what leaders say. It’s what the organization actually does day-to-day.

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1. How well does our innovation strategy actually align with our business goals — not in theory, but in daily decisions, budgets, and leadership behavior?

Innovation becomes meaningless the moment it disconnects from reality.

1. How well does our innovation strategy actually align with our business goals.mp4

2. Do we have the right talent — curious, adaptable, creative problem-solvers — and are we developing them fast enough to match the speed of change?

If innovation is the engine, people are the fuel.
Not the strategy.
Not the technology.
Not the budget.
Not the leadership speeches.

People.

2. Do we have the right talent — curious, adaptable, creative problem-solvers .mp4

3. Have we built a psychologically safe culture where people can experiment, fail, learn, and speak truth to power without fear?

If innovation had a heartbeat, it would be psychological safety.

Not technology.
Not strategy.
Not budgets.
Not tools.
Not vision.

Safety.

3. Have we built a psychologically safe culture where people can experiment, fail, learn.mp4

4. How do we track the health of our innovation portfolio — not just successes, but learning, momentum, risk reduction, and long-term capability building?

Most companies measure innovation the same way they measure regular projects:
deadlines, budgets, profit, efficiency, and KPIs that look clean in a spreadsheet.

4. How do we track the health of our innovation portfolio — not just successes, but learning, momentum, risk reduction.mp4

5. Are we designing a long-term culture of adaptability, curiosity, and continuous learning — or are we simply reacting to change when it’s already too late?

Every organization claims to value innovation.
Every CEO talks about “the future.”
Every leadership team insists they want to stay competitive, adapt, evolve, and reinvent themselves.

But when you look closely, most organizations are not preparing — they are reacting.

5. Are we designing a long-term culture of adaptability, curiosity, and continuous learning.mp4