Innovation leader Mordecai on why post-pandemic growth is reliant on the practice of innovation as the engine of growth.
Throughout my career in innovation, I’ve always hubbed my work on the understanding we create hope via disruption. Not the saccharin side of hope that reads more like groundless optimism. I’m talking about the hope that represents true possibility, authentic desire, real want.
It’s no mistake these are key drivers to business and consumer growth as well. Which is why in April 2020, locked-in and fighting off fear mongers, I highlighted the importance of relying on the innovators in one’s organisation, stating the hopeful are here.
At that moment, one of total global disruption, hope meant having enough to get by, keeping one’s head up, carrying on. I was running Hyundai Motor Group’s Innovation & Partnerships division at Innocean at the time. The automobile industry was in a state of panic – no one was really thinking about buying cars, even if they were it was virtually impossible to do so in person. The natural response from most people was to ask ‘what now?’ But in innovation, we already knew to ask “what if?”
The natural response from most people was to ask ‘what now?’ But in innovation, we already knew to ask “what if?
Mordecai, Innovation leader and founder of Mordecai Inc
A year on, “what if?” is exactly what we need to get companies, brands, and agencies who have been disrupted into the hope of growth mode. And in my experience, an innovation team run by a senior executive is equipped better than any other to do this. This is the best way to make sure a business is coming up with creative solutions for the problems for our new reality, but also makes it possible to put into place new strategies and productise new offerings. This is not a call to take a risky pivot but having the guts to go for it.
But for some reason, innovation continues to be viewed as a slush fund by many businesses and brands – something requiring effort and resources while delivering little by way of return. So you end up with companies saying that they’re innovating – in fact they’re most likely just improving processes.
To be truly creative, an organisation needs innovation to be the purview of a senior leader heading a division with high-growth targets. Great, truly creative innovation is a collective power in business, when harnessed well it leads companies into new verticals, new territories, apt acquisitions, smart business moves, and greater profits.
In my innovation practice, both at Hyundai and with other clients, we operate for purpose. Our own growth is necessary, but our role as a pipeline to company growth is requisite – there’s no shyness when it comes to business targets. Innovation cannot be afraid of accountability.
At a time when everyone is being called on to innovate there’s a risk of the whole concept becoming meaningless. What innovation leadership brings to an organisation is the practice of the work.
Mordecai, Innovation leader and founder of Mordecai Inc
The razzle dazzle must deliver. So set KPIs across the full scope of activity – clear, measurable goals as part of the client SOW, department deliverables and partner agreements. Stunts, those award-worthy and press darling campaigns, must all be shown to serve a greater good. Even creative thought leadership should be included, proving that their forward thinking is delivering results.
It’s also vital to roadmap all offerings – how will they impact the business now? What about in six months, a year, three years? In fact, these roadmaps should look ahead for a minimum of five years.
And always remember the importance of productising. In creative work, strategic understanding and tech development, we must productise everything – for ease of use, for widespread adoption and eventual profitability.
A good innovation practice recognises that innovation means pushing new ideas into old systems and the importance of selling these ideas in internally at scale. Without knowing how this impacts on the bottom line and being able to clearly demonstrate that to our colleagues, that job is going to be so much harder.
I’d argue, as well, that owning your own bottom line is not a risk – it actually provides stability for your team during a period where business cost cutting is going to be rampant.
At a time when everyone is being called on to innovate there’s a risk of the whole concept becoming meaningless. What innovation leadership brings to an organisation is the practice of the work. It’s time for your Chief Innovation Officer to act as a Chief Growth Officer as we continue unlocking into a world where “new” will be “normal” from here on out.
An award-winning adwoman and hope-led activist, Mordecai leads Innovation for some of the world’s greatest brands broadening horizons, growing business, and innovating industry. Most recently Head of Innovation + Partnerships at Innocean Worldwide (Hyundai Motor Group), she previously led innovation at OMD USA and for Fortune100/FTSE 150 clients such as Apple, Warner Bros, Pepsi. Mordecai is also an advisor to start-ups, on the US board for Skateistan, a founder of Bluestockings Bookstore (NYC), strategic partner to Lonely Whale, and in the streets activist for racial justice. An active mentor, Mordecai supports teams participating in Cannes Young Lions, 4A's etc. She was recently named a 2020 She Runs It (formerly Advertising Women of New York) Global Change Maker, VentureFuel Visionary for 2019, and 2019 Internationalist Agency Innovator of the Year.
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