When innovation drives fail, the fault often lies not with the researchers but with their bosses, writes Freek Vermeulen. Leaders who insist on hard numbers too early in the process, or who order their teams to focus on proven strategies rather than risky new ideas, can neuter even the most creative research team. "A CEO cannot just order it and expect it to be delivered," Vermeulen writes. "They must carefully manage an organization so that, over time, innovations will emerge."

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