During 35 years in technology services, I’ve helped global organisations innovate across multiple industries and delivered large-scale client transformation programmes that have included high-pressure, fast-paced transformations and a number of award-winning implementations.
For 20 years my focus has been on corporate innovation: developing outcomes focused strategies; embedding best practice; and implementing continuous improvement from ideation to selection to increase the probability of real transformational change.
Steve Donaghy
Innovation and Transformation Consulting
Innovation Strategist & Senior Director (Interim, Advisory, Fractional)
Innovation, Corporate & AI Strategy
Ten years implementing the Global Innovation Framework for Hewlett Packard Enterprise for the company’s 400 largest global accounts gave me deep, first-hand insight into how the strongest innovation strategies deliver real transformation. As Innovation Strategy Director my role was to create measurable goals and for the programme’s success—reviewing, advising, sharing, and strengthening hundreds of innovation strategies. Each strategy was required to have clear, outcomes-focused objectives aligned with client transformation goals and measurable business results. Success was tracked through new business, growth, retention, and client satisfaction—showing ral improvement and appreciation from clients and account teams.
As Global R&D Director at Konica Minolta, my role included: bringing together the global R&D divisions, thus informing our Global R&D strategy & shaping our Global AI strategy; leading our R&D market validation, selection & investment; and delivering sustainability and video solutions programmes to new business units.
Over the years, I’ve learned that strong innovation strategies depend not only on good practice but also on positioning, strong selection (& de-selection), and the drive to make real change at speed. I will share insights and discuss approaches that help organisations truly deliver the most from their innovation strategies.
Best Practice and what that means for your organisation
There’s a great deal of best practice available today, but the challenge lies in knowing how to blend & apply it effectively. Building in strong, proven practices allows you to focus on what truly matters: identifying and delivering the areas and ideas that will really create meaningful impact.
A decade spent driving innovation best practice across hundreds of global enterprise accounts has given me a unique perspective on what works, what doesn’t, and how to blend the best approaches to fit each organisation’s culture and goals. The most successful companies I’ve worked with are those that don’t just adopt best practice — they adapt it. They balance structure with flexibility, encouraging and enjoying the creativity that can flourish within a disciplined framework.
I will gladly share insights on what I’ve seen leading organisations do exceptionally well, and how others can achieve similar results.
Investment & prioritisation
(selecting the strongest ideas & inventions in which to invest)
Choosing which ideas and inventions to invest in — those with the highest probability of greatest success — is one of innovation’s greatest challenges, yet it is a process often not given the attention it deserves. Many organisations struggle with lengthy evaluation processes that deliver limited returns, or with ‘pet projects’ that move too slowly and never evolve. The key is establishing best practice so that attention can shift to refining, testing, and improving the strongest selection methods — and doing it all with speed and clarity. The most effective teams combine well-positioned differentiation with early and continuous client engagement; using a targeted mix of methods such as client advisory boards, early paid pilots, automation, AI augmentation, and rapid test-and-pivot cycles, to identify what truly works.
Over the years I’ve reviewed, implemented, and evolved many such practices. The best organisations are those that systematise how they learn which ideas to back — and have the courage to stop what isn’t working. This where the big returns lie. I will share what I’ve seen work best in practice.
Delivery & Speed to Market
I’ve been fortunate enough, over the years, to lead numerous successful national and international transformation programmes over across both public and private sectors, including a number of award-winning implementations. From a UK public-sector programme from client introduction to full systems and infrastructure go-live, in listed buildings, in four months to others involving global workforces, critical risk management, and high-pressure turnarounds, such as the recovery of a critical $300 million programme.
My passion for speed, quality, and measurable results has shaped how I develop innovation strategies today. These experiences taught me that every strategy must be grounded in reality, whilst fully appreciating the potential of innovation & creativity; have a clear view of market gaps to exploit; and be built on brand and capability strengths, and an unrelenting focus on the ability to deliver at pace.
This delivery-driven foundation continues to guide my work in building innovation strategies with the highest probability of success. I’m always glad to exchange perspectives on how organisations can move from concept to impact faster and with greater confidence of success.
“The most dedicated programme manager we ever met”
“No-one else in Europe could have delivered this in these timeframes”