Letter from the Editor - In the Lead Magazine
Welcome to the ninth edition of In the Lead.
I often tell my students that we get paid to solve problems — and the more complex
the problem, the greater the reward. In organizations, the most complex challenges
tend to revolve around three key areas: managing, leading and innovating.
- Managing the work of an organization is critical for business continuity.
- Leading an organization is essential for navigating uncertainty.
- Innovating is necessary for sustaining long-term value.
This issue of In the Lead explores the many faces of innovation, offering a rich collection of perspectives from leaders across industries.
You will find that innovation takes on many definitions — each shaped by the unique context of its contributors. Some focus on product innovation, while others emphasize process innovation or the broader innovation ecosystem.
Despite these variations, two challenges confront nearly all organizations: overcoming resistance and measuring impact.
All this is true. And based on my experience leading innovation at Fortune 500 organizations, four fundamental principles drive innovation success:
- Alignment: Innovation must be recognized as essential for sustaining long-term value by all stakeholders. Without collective buy-in, efforts remain fragmented and short-lived.
- Definition: Every organization must define innovation in a way that works within its culture and strategy. There is no single "right" definition — only one that aligns the organization.
- Balance: Innovation thrives at the intersection of creativity and process. “Design thinking“ fuels ideation, while “systems thinking” ensures execution and scalability.
- Deliberate disruption: To make room for the new, organizations must be willing to let go of the old. Innovation and disruption must go hand in hand.
That final principle — deliberate disruption — is one of the greatest challenges organizations
face.
It is one thing to innovate; it is another to actively dismantle outdated systems,
processes and mindsets to create space for new possibilities.
As you read this issue, I encourage you to reflect on how your organization defines, nurtures and sustains innovation.
The future belongs to those who not only generate new ideas but also have the courage to let go of the old.
- Ruchin Kansal, Editor
About the Editor
Ruchin Kansal, M.B.A. is a professor of practice at Seton Hall University and the founding editor of In the Lead. Prior, he led the Business Leadership Center at the Stillman School of Business, and held senior leadership roles at Capgemini, Deloitte, Boehringer Ingelheim & Siemens Healthineers with a distinguished record in strategy and innovation, digital health, strategic partnerships and business launches. He received his M.B.A. from NYU-Stern.