During my 35 years in technology services, I’ve helped global organisations innovate across multiple industries and delivered large-scale client programmes and award-winning, high-pressure, fast-paced transformations.
For 20 years my focus has been on corporate innovation: developing outcomes-focused strategies; embedding best practice; and transforming how organisations select the best investments to deliver real transformational change.
Steve Donaghy
Innovation and Transformation Consulting
Director, Innovation Strategy (Interim, Advisory, Fractional)
Corporate Innovation & AI Strategy
Ten years implementing the Global Innovation Framework for Hewlett Packard Enterprise, for the company’s 400 largest global accounts (including $Bn accounts), gave me deep, first-hand insight into how the strongest innovation strategies deliver real transformation. Putting in place outcomes-focused objectives aligned with client transformation goals, tracking new business, growth, client satisfaction & retention, drove specific measurable results.
At Konica Minolta, I was responsible for bringing together the global R&D divisions, across Europe, Japan, USA and Asia, informing our Global R&D strategy & Global AI strategy.
Strong innovation strategies depend on positioning, best practice, targeted & trained selection (& de-selection), and the drive to make real change at speed. I will share insights and approaches that have helped organisations deliver the most from their innovation strategies.
Best Practice
There’s a lot of good practice out there; the challenge lies in knowing how to blend & apply it effectively for your organisation. Building in strong, proven practices allows you to focus on what truly matters: identifying and delivering the areas and ideas that will really create the greatest impact.
A decade driving 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 adapt it to their needs and move fast, so that they can focus on selection, speed & continuous improvement. I will share insights on what I’ve seen leading organisations do exceptionally well, and how others can achieve similar results.
Prioritisation & Investment
Choosing the ideas & inventions with the highest probability of success is still 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, bias & pet projects, and limited methods for estimating returns. Strategic alignment, deliverability, impact, risk, assumptions, early & ongoing testing and client engagement, challenging clients, early client commitments, paid pilots and continuously developing your own selection processes, at speed, are essential.
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 is 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 to lead successful national and international transformation programmes including award-winning implementations in the UK public sector, global workforces, critical risk management, and high-pressure turnarounds such as the recovery of a critical $300 million programme in the automotive sector.
These experiences taught me that every strategy must be grounded in reality, whilst fully exploring the potential of innovation & creativity; have a clear direction; be built on brand and capability strengths; and have 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 in these timeframes”