Doing something new, or offering something different, is widely touted as the key ingredient in the battle for competitive advantage and long-term success. Yet saying and doing something are two entirely different things.
All too often leaders tackle innovation according to established patterns that became entrenched during the times of easy growth, prior to 2008.
How they go about it often revolves around giving the responsibility for innovation to a select few in the business and either punishing, or at best, ignoring failure.
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Robert Bolton (pictured), partner in KPMG management consulting and global chairman of the firm's HR centre of excellence
