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About this Author
Gwen Smith Ishmael, Sr. Vice President of Insights and Innovation at Decision Analyst in Arlington, TX, has led marketing and new product development activities in the CPG and technology industries since 1986. She also conceived and developed ground-breaking Web-based promotional vehicles, two of which are patent pending. Gwen holds an MBA in Marketing and is a featured speaker on insights and innovation around the world. Her writings have been featured in international text books, most recently in Managing 4 Ps of Marketing FMCG Sector, and Product Innovation: A Strategic Tool for Growth, by ICFAI Publications, 2006 and 2007, respectively.

Founding Author

Renee Hopkins Callahan Renee Hopkins Callahan started IdeaFlow and serves as chief blog-wrangler. She is Director of Innovation Services at Decision Analyst in Arlington, Texas, is a former journalist who worked as an editor and reporter for The Dallas Morning News and the Nashville Tennessean, and was managing editor of D, the Dallas city magazine. She has a master's degree in rhetoric and has also taught college-level English and informal logic.
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November 24, 2003

The Limits Of Predictability In Innovation

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Posted by Renee Hopkins Callahan

I hadn't gotten around to contacting the authors of The Innovator's Solution to tell them of my blog project on their book -- but they appear to have found it anyway! I received an email today from co-author Michael Raynor, who says (emphasis mine):


[I liked your] correct and measured response on Nov. 4 to Mark Federman's comments -- which were themselves thought-provoking and helpful. In your comments you quoted note 11 of Chapter 1. I'd direct you also to note 14 of chapter 1 -- in which we observe that, in our view, the limits of predictability in innovation have yet to be limned, and the significance and impact of any residual uncertainty are profound issues of enormous importance. Clayton and I are ambitious and hopeful with respect to how far back we can push the veil of ignorance surrounding successful innovation, but we're not dogmatic about just how far it can be pushed. We figure the only way to find out is to try.

The discussion of whether you could really predict innovation results seems to have died down. But it's important, not the least because in some ways it marks the division between companies that support innovation and those that don't.
How much prediction will we ever be able to apply to the innovation process? How a company's leaders answer that question probably also determines how much of the company's current assets its leaders are willing to devote to the innovation process, and how much they feel the company's future prospects depend on successful innovation.

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