The leadership literature often emphasizes innovation coupled with disruption as a source of competitive advantage based on the assumption that, without it, organizations constrain social progress in organizations. We identify a new model that comprehensively considers not only disruptive innovation but also the social impact of future decision-making.
It seems obvious that a culture of innovation would be good for a company’s performance. Unfortunately, accounting standards don’t allow for intangible assets, such as innovation, to appear on the balance sheet. Why then should a Culture of Innovation be measured, valued and managed, if the financial results are meaningless to executive management?