Success from innovation comes in two ways: gradually, then suddenly. I’m paraphrasing Ernest Hemingway and, admittedly, he was talking about bankruptcy, but let me explain.

You might think that remedying an immediate situation is more urgent than harnessing a macro trend for your future. But is it? Aren’t these opposite ends of the same problem: make what we know will sell, or keep selling what we already make?

The need to do something different is one many of us ignore, depending on our responsibility. If you’re working on a 12-month timeline, we’ll forgive you for being less than interested in long-term strategy. But if you’re a CEO, and already aware of the need to change, an effective innovation strategy will make a difference.

The question is, are you simply a futurist or are you a doer? Do you just comment on the future or are you excited by the potential in it and know what to do?

Our job is to draw a line between what you do today and the place in the market that you want to occupy later. We won’t just tell you what macro trends are going to wipe out your profit line – we’ll work with you to make sure you benefit from that market shift.

An innovation strategy won’t automatically improve your bottom line straight away.

It takes tenacity and energy to keep your plan on track and it doesn’t come immediately.

But it does come: gradually, then suddenly.

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