Over 35 years in technology services, I have helped global organisations innovate across multiple industries and led large, award-winning, high-pressure client transformations.

For 20 years my focus has been on corporate innovation: developing outcome-led strategies; and transforming how organisations select the highest-probability investments to deliver meaningful change.

Steve Donaghy

Innovation and Transformation Director

Interim, Advisory, Fractional

Schedule a 15min call

Governance and strategic alignment

A decade implementing Hewlett Packard Enterprise’s Global Innovation Framework across its 400 largest global accounts, including billion-dollar accounts, gave me deep, practical insight into how the strongest innovation strategies deliver real transformation.  A key discipline was clear goal-setting with measurable outcomes tied directly to innovation activity, including customer growth, new business, and customer retention. That focus on governance, clarity, and accountability was central to the success of the programme.

Investment selection

Choosing the ideas and inventions with the highest probability of success remains one of innovation’s toughest challenges.  A major part of my work has involved improving how organisations assess and select innovation investments. The strongest results come when strategic alignment is clearly communicated, decision chains are short, well-targeted clients are engaged early and continuously, and validation is supported by early commercial commitment.  Combined well, these factors have successfully delivered enhanced portfolios and new business, increasing measurable returns.

Partnering

Having created numerous partnering programmes to support invention, portfolio development, and speed to market, it is clear how easily organisations can invest significant time in partnering without securing full value in return. The strongest partner ecosystems are built on role clarity, governance, and close alignment between partner activity, invention priorities, and the selection processes.  Done well, partnering strengthens capability, speeds delivery to market, informs future partner choices, and increases successes for all.

Transformation delivery

I have lead successful national and international transformation programmes, award-winning implementations in the public sector, and high-pressure turnarounds such as the recovery of a critical $300 million European transformation programme.  These experiences have influenced my approach to innovation delivery. Creativity is essential, but successful innovation also depends on clear strategic direction, clarity on innovation’s role, trained selection, and confidence that delivery capability, speed, and risk are being handled realistically from the outset.

If your innovation activities are not delivering impact quickly enough, contact for a brief, confidential, no-commitment call to discuss how to strengthen your position.

Schedule a 15min call
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