The Client Challenge

The client, a senior leader heading the innovation department of a well-established organisation, faced challenges in navigating the complexities of driving innovation within a traditional corporate environment.

While this company had built a proud legacy, it didn’t foster the mindset needed for innovation to truly thrive. Sharon’s client was tasked with the important responsibility of pushing innovation forward. But at the same time, the client had to align with the company’s existing business models and value propositions.

Let’s just say the client had their challenge cut out for them!

However, the organisation struggled to understand and support these efforts, often measuring innovation by the same standards as day-to-day operations. The senior leadership team wanted more influence and results from innovation, but lacked the frameworks and mindset to embrace the processes of exploration and growth.

My Coaching Approach

Sharon’s coaching approach focused on supporting the client to bridge the gap between innovation and business-as-usual operations.

She began by understanding the client’s leadership style, strengths and the specific challenges they faced in influencing the SLT.

Noticing the client’s strong technology skills but lack of business tools, Sharon stepped in to help. She introduced practical strategies from successful innovation environments. These included best practices from startup accelerators and industry leaders like Enterprise Ireland.

How The Coaching Sessions Revolved 
Around the Client

1. Develop Influence Skills:

They developed a strategy and tools for effective communication with various stakeholders, particularly the senior leadership team (SLT). This included adapting conversations to suit different audiences. Whether speaking to team members or executives, the message was tailored for clarity and impact.

2. Understand Business and Innovation Metrics:

Sharon helped the client differentiate between metrics for established products and those for innovative projects. She ensured the client clearly understood these differences. This enabled them to effectively communicate the distinction to the leadership team.

3. Create a Dual Mindset:

The client learned to balance the “exploit” (existing business) and “explore” (innovation) aspects of their role. This helped them manage expectations around innovation. They also fostered an environment that encouraged creativity and experimentation.

4. Implement Best Practices:

Sharon introduced tools and frameworks from innovation methodologies like customer profiling, value proposition design, and business model innovation. These enabled the client to apply best practices within their organisation. They leveraged existing customer relationships to generate insights for new value propositions.

5. Empowerment and Confidence Building:

By using these tools in real-time, the client gained control and confidence. The sessions offered a safe space for practising these approaches. This led to several “aha” moments where the client could directly apply the frameworks to their business.