Let me start by explaining what being an innovation catalyst means to me and why I chose this title over “innovation consultant.”
Years ago, while serving as the Innovation Culture Director at Belcorp, one of the leading direct sales companies worldwide, I collaborated with innovation catalysts from the UK-based firm Nowhere Consulting. From the moment they introduced themselves as “Catalysts,” something clicked for me. This likely stems from my background in chemical engineering, where I studied the pivotal role of catalysts in accelerating reactions. In chemistry, catalysts aren’t consumed in the process but enable different elements to come together and create something entirely new.
Translating this concept to the business world, to me, being an innovation catalyst is about being a change agent—helping teams and organizations transform, unlock new potential, and achieve things they might not accomplish on their own. With over a decade of experience as an innovation catalyst, first in the corporate realm and now leading my own practice, here are my top 7 insights from this journey:
1. Innovation Starts with a Shared Language.
When a company seeks my help to cultivate an innovation culture, my first question usually is, “What does innovation mean to your organization?” I then ask them to picture what their company looks like and how its teams operate when innovation is truly embedded in their culture. A critical insight I’ve gained is that you can’t assume everyone shares the same understanding of “innovation” or knows what an innovative culture should entail. It’s common to hear, “We need a culture of…” or “It’s because of the culture that we don’t progress.” In order to design a culture, an organization must first be able to define it. Thus, an innovation catalyst’s role includes building a common language, developing clear definitions, and fostering a unified vision of success.
2. Not Everyone’s Ready to Roll Up Their Sleeves and Do the Hard Work
While the idea of innovation excites many, and few openly deem it unnecessary, many companies treat innovation as just the fun part of brainstorming sessions rather than the hard work needed to turn concepts into reality. I have found that companies excelling in innovation boast teams with not only creativity and enthusiasm but also the perseverance to see ideas through to completion. Over and over, persistence, flexibility, and agility outshine the initial spark of a “great idea.
3. Leadership Sets the Tone for Innovation.
You’ve likely heard the expression, “Culture eats strategy for breakfast.” This principle applies directly to leadership. Without genuine, hands-on commitment from leaders, innovation is tough to achieve. It’s not enough for leaders to voice support; they must cultivate the right environment and provide essential resources for teams to address significant challenges. As a catalyst, a fundamental part of my role is aligning business goals with innovation initiatives and fostering communication to bridge the gap between leaders and the broader organization.
4. What Gets Measured Gets Done.
When organizations set out to become “more innovative,” the initial excitement can quickly be overshadowed by the question, “How can I find time to innovate with all my existing workload?” Beyond the romantic idea that everyone can be an innovator, it’s essential to acknowledge the limitations posed by time, money, and energy. Teams naturally focus on what they’re measured and rewarded for. A crucial and often overlooked role of an innovation catalyst is to ensure that performance indicators and evidence of innovative behavior—typically centered on short-term growth—are aligned with medium- and long-term innovation goals.
5. Beware the Illusion of Good Ideas.
A nugget of hard truth I often share with teams is, “An idea is worthless if you can’t make it happen.” Although it may sound harsh, it’s a reality: What’s the point of stockpiling great ideas if there’s neither the capability nor the resources to execute them? Why cling to ideas that don’t meet real needs or address strategic priorities? It’s a tough lesson, but focusing on identifying meaningful challenges is far more strategic than generating a flood of ideas.
6. True Innovation Comes from Many Experiments.
We often celebrate breakthrough stories as sudden strokes of genius. Yet, in my experience, significant innovations arise from numerous experiments—some failures, others successes, all offering valuable learning. An innovation catalyst fosters a mindset centered on agility and “small bets,” encouraging teams to experiment and gradually take bolder steps toward genuine innovation.
7. Change Starts Within Ourselves.
I once dedicated much energy to mastering the mechanics of innovation—exploring the tools and techniques that enable it. While these have been essential in many projects, one of the most valuable lessons I’ve learned is that these tools’ effectiveness ultimately depends on who wields them. That’s why my primary role as a catalyst is to inspire change from within. I truly believe that if we can’t shift our own perspectives and behaviors, making a meaningful impact on our surroundings is unlikely.
I hope these insights offer you inspiration and guidance. I would love to hear your thoughts and experiences on the innovation journey.
