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Related Experiment Video

Updated: Jun 18, 2026

The Innovation Arena: A Method for Comparing Innovative Problem-Solving Across Groups
14:14

The Innovation Arena: A Method for Comparing Innovative Problem-Solving Across Groups

Published on: May 13, 2022

Create three distinct career paths for innovators.

Gina Colarelli O'Connor1, Andrew Corbett, Ron Pierantozzi

  • 1Rensselaer Polytechnic Institute, Troy, New York, USA. oconng@rpi.edu

Harvard Business Review
|December 9, 2009
PubMed
Summary
This summary is machine-generated.

Large companies mismanage talent by expecting innovators to succeed at all project phases. Creating distinct career paths for innovation employees based on their strengths ensures sustainable innovation and better talent development.

Related Experiment Videos

Last Updated: Jun 18, 2026

The Innovation Arena: A Method for Comparing Innovative Problem-Solving Across Groups
14:14

The Innovation Arena: A Method for Comparing Innovative Problem-Solving Across Groups

Published on: May 13, 2022

Area of Science:

  • Business Strategy
  • Organizational Psychology
  • Innovation Management

Background:

  • Large corporations often state innovation as a key goal.
  • However, current talent management practices in innovation are often ineffective.
  • Existing models fail to recognize that individuals have different strengths within the innovation lifecycle.

Purpose of the Study:

  • To analyze the shortcomings of current talent management in corporate innovation.
  • To propose a new framework for developing innovation career paths.
  • To demonstrate how tailored career paths can improve innovation outcomes.

Main Methods:

  • Analysis of common corporate innovation structures.
  • Review of talent management principles applied to innovation roles.
  • Development of a phased career path model for innovators.

Main Results:

  • Innovators typically excel in one phase: discovery, incubation, or acceleration, not all three.
  • Current systems force individuals into unsuitable growth trajectories, leading to failure.
  • Specialized career paths align employee strengths with innovation project needs.

Conclusions:

  • Companies must move beyond a one-size-fits-all approach to innovation talent.
  • Implementing distinct career paths for innovators is crucial for sustainable innovation.
  • Aligning talent development with individual strengths enhances organizational innovation capacity.