GENERATIVE INNOVATION
The Four Pillars of Innovation
The Four Pillars of Innovation
The Four Pillars of Innovation
When traditional playbooks fall short, these four pillars help teams orient, adapt, and move with purpose.
When traditional playbooks fall short, these four pillars help teams orient, adapt, and move with purpose.
Download the article
The Four Pillars of Innovation
The Four Pillars of Innovation
Most frameworks tell you what to do. This one helps you understand what’s actually happening.
I’ve coached transformation teams inside some of the most complex corporate systems — finance, insurance, tech, compliance — and over time, a pattern emerged: No matter the industry, no matter the challenge, the teams that created real, lasting impact were aligned on four essential forces.
I call them the Four Pillars of Innovation. Here is what it looks like at a glance:
Pillar | Purpose | Value | Partnership | Outcomes |
|---|---|---|---|---|
Guiding Question | Why are we doing this? | Are we solving the right problem? | Who must we build this with? | What will success look like long-term? |
Type of Insight | Commitment | Discovery | Trust | Measurement |
Risk If Skipped | Confusion | Waste | Resistance | Invisibility |
These pillars aren’t just project stages. They’re the energetic foundations that hold the work and the team together.
In this post, I'll go through the principles for each pillar and show you how you can apply it to your work.
Most frameworks tell you what to do. This one helps you understand what’s actually happening.
I’ve coached transformation teams inside some of the most complex corporate systems — finance, insurance, tech, compliance — and over time, a pattern emerged: No matter the industry, no matter the challenge, the teams that created real, lasting impact were aligned on four essential forces.
I call them the Four Pillars of Innovation. Here is what it looks like at a glance:
Pillar | Purpose | Value | Partnership | Outcomes |
|---|---|---|---|---|
Guiding Question | Why are we doing this? | Are we solving the right problem? | Who must we build this with? | What will success look like long-term? |
Type of Insight | Commitment | Discovery | Trust | Measurement |
Risk If Skipped | Confusion | Waste | Resistance | Invisibility |
These pillars aren’t just project stages. They’re the energetic foundations that hold the work and the team together.
In this post, I'll go through the principles for each pillar and show you how you can apply it to your work.
1. PURPOSE
THE ANCHOR: Why does this even matter?
The Principle: People need to know WHY they are being asked to do something, WHY it’s worth doing, and HOW it contributes to a greater cause.
The Challenge: When purpose is unclear, everything feels heavier. Teams over-deliver. Stakeholders second-guess. Momentum fades. But when purpose is strong, alignment becomes simple.
The Practice: Alignment is possible with a clear purpose. To convince and inspire others to follow and accomplish the mission, the leader and team must believe in the mission. This belief is crucial because it drives commitment and perseverance.
Belief → Influence: If the team does not believe in what they are doing, they will not be able to influence or persuade others. When leaders are passionate and confident about their goals, they can inspire the same level of dedication in their team and stakeholders.
Belief → Perseverance: “I realized that the SEALs who suffered the wrong combat fatigue, whose attitudes grew progressively more negative as the months of heavy combat wore on, who most questioned the level of risk we were taking on – they all had the LEAST ownership of the planning of the operation.” - Extreme Ownership.
The Breakthrough: Align on the what and why.
✨ If a team member or stakeholder is hesitant, critical, or unclear on the ‘why, don't get defensive or receive it as negative feedback. Instead, see it as an opportunity to gain a greater perspective and understand what you might be missing or assuming. Ask questions and ask for feedback, so the purpose can be discussed, clarified, and understood by everyone involved.
✨ Ask: What are we doing? Why are we doing it? How will it make a difference?
✨ Purpose shouldn't just be discussed at the beginning of the project. It needs to be revisited often, especially when there are significant shifts or after major pivots. Make sure you revisit and refine the purpose often to ensure alignment with the project’s evolving needs.
THE ANCHOR: Why does this even matter?
The Principle: People need to know WHY they are being asked to do something, WHY it’s worth doing, and HOW it contributes to a greater cause.
The Challenge: When purpose is unclear, everything feels heavier. Teams over-deliver. Stakeholders second-guess. Momentum fades. But when purpose is strong, alignment becomes simple.
The Practice: Alignment is possible with a clear purpose. To convince and inspire others to follow and accomplish the mission, the leader and team must believe in the mission. This belief is crucial because it drives commitment and perseverance.
Belief → Influence: If the team does not believe in what they are doing, they will not be able to influence or persuade others. When leaders are passionate and confident about their goals, they can inspire the same level of dedication in their team and stakeholders.
Belief → Perseverance: “I realized that the SEALs who suffered the wrong combat fatigue, whose attitudes grew progressively more negative as the months of heavy combat wore on, who most questioned the level of risk we were taking on – they all had the LEAST ownership of the planning of the operation.” - Extreme Ownership.
The Breakthrough: Align on the what and why.
✨ If a team member or stakeholder is hesitant, critical, or unclear on the ‘why, don't get defensive or receive it as negative feedback. Instead, see it as an opportunity to gain a greater perspective and understand what you might be missing or assuming. Ask questions and ask for feedback, so the purpose can be discussed, clarified, and understood by everyone involved.
✨ Ask: What are we doing? Why are we doing it? How will it make a difference?
✨ Purpose shouldn't just be discussed at the beginning of the project. It needs to be revisited often, especially when there are significant shifts or after major pivots. Make sure you revisit and refine the purpose often to ensure alignment with the project’s evolving needs.
2 - VALUE
THE FILTER: Are we building the right thing?
The Principle: Discoveries, gaps, and findings are not setbacks; they are valuable insights.
The Challenge: Most failed innovation efforts don't fail due to lack of effort or execution—they fail because teams operate on flawed assumptions that were never tested. Innovation thrives on insights, yet many organizations overlook their role in shaping effective planning and execution. But too often, teams are pressured to move forward based on deadlines rather than discoveries, leading to wasted resources, misaligned expectations, and flawed execution.
- Without stakeholder insights → You build something no one wants or can’t get approved.
- Without product insights → You invest in a solution that doesn’t solve the real problem.
- Without process insights → You create inefficiencies that slow down or block adoption.
The Practice: Reframe innovation as an insight-driven process, where each phase generates critical learnings that inform the next stage. Instead of measuring success purely by outputs (e.g., delivery time, product features, working software), start sharing and celebrating major insights gathered throughout the process.
Each phase of the innovation cycle generates two critical types of insights:
(1) Stakeholder Insights → Aligning people, decision-makers, and market needs
(2) Product & Process Insights → Refining solutions, operational feasibility, and execution strategy
These insights create feedback loops that allow innovation teams to adapt and move forward based on real-world data. By prioritizing learning before execution, teams develop better solutions, avoid future adoption challenges, and ensure that every investment in the innovation—whether time, resources, or effort—moves the initiative closer to success rather than further into uncertainty.
The Breakthrough: Instead of starting with requirements, start with curiosity.
✨ Innovation isn’t about guessing right. It’s about learning fast. That means value has to be discovered, not assumed. Ask yourself OFTEN (aka every two weeks):
- What don’t we know yet?
- What might surprise us?
- What do we need to test now?
THE FILTER: Are we building the right thing?
The Principle: Discoveries, gaps, and findings are not setbacks; they are valuable insights.
The Challenge: Most failed innovation efforts don't fail due to lack of effort or execution—they fail because teams operate on flawed assumptions that were never tested. Innovation thrives on insights, yet many organizations overlook their role in shaping effective planning and execution. But too often, teams are pressured to move forward based on deadlines rather than discoveries, leading to wasted resources, misaligned expectations, and flawed execution.
- Without stakeholder insights → You build something no one wants or can’t get approved.
- Without product insights → You invest in a solution that doesn’t solve the real problem.
- Without process insights → You create inefficiencies that slow down or block adoption.
The Practice: Reframe innovation as an insight-driven process, where each phase generates critical learnings that inform the next stage. Instead of measuring success purely by outputs (e.g., delivery time, product features, working software), start sharing and celebrating major insights gathered throughout the process.
Each phase of the innovation cycle generates two critical types of insights:
(1) Stakeholder Insights → Aligning people, decision-makers, and market needs
(2) Product & Process Insights → Refining solutions, operational feasibility, and execution strategy
These insights create feedback loops that allow innovation teams to adapt and move forward based on real-world data. By prioritizing learning before execution, teams develop better solutions, avoid future adoption challenges, and ensure that every investment in the innovation—whether time, resources, or effort—moves the initiative closer to success rather than further into uncertainty.
The Breakthrough: Instead of starting with requirements, start with curiosity.
✨ Innovation isn’t about guessing right. It’s about learning fast. That means value has to be discovered, not assumed. Ask yourself OFTEN (aka every two weeks):
- What don’t we know yet?
- What might surprise us?
- What do we need to test now?
3 - PARTNERSHIPS
THE FUEL: How do we build trust?
The Principle: Innovation is not just about building great products—it’s about building partnerships that allow ideas to take root and grow.
The Challenge: Even the most promising innovation can stall if key stakeholders are guarded, unavailable, or hesitant about change. Most innovation frameworks focus heavily on the product—its purpose, value proposition, and business outcomes. While these elements are essential, they overlook a critical success factor: the humans who drive innovation forward.
- The deeeeper challenge: Excitement ≠ Commitment. Traditional frameworks often fail because they ignore the reality of human dynamics: Just because someone supports an idea in theory doesn’t mean they’re committed in practice. If leaders, regulators, or sponsors are secretly skeptical, they may be less available, introduce roadblocks, or resist change later on. Ignoring these realities leads to misalignment, slow decision-making, and a lack of support at critical moments.
The Practice: Don't expect (or assume) that people are 'All In' from the very beginning. Remember that real trust and strong relationships take time to build. Create partnerships that strengthen over time. Take a gradual approach to gaining trust and commitment. Be patient. Meet your stakeholders where they're at. Take time to understand them and invite them to co-create with you throughout the process, not just weigh in on decisions or provide feedback during critical times.
The Breakthrough: Take a staged approach to building and strengthening partnerships.
How you can do this at each stage:
✨ 1 - PURPOSE: During ideation and discovery, focus on understanding and exploration. Establish a foundation of trust and openness before formal commitments are made. Encourage early, informal conversations with key stakeholders to gauge interest, concerns, and potential roadblocks.
✨ 2 - VALUE: During prototyping and planning, focus on feedback and alignment. Move beyond surface-level agreement into tangible commitments that drive momentum. Establish clear expectations of what stakeholders will need to contribute (time, funding, advocacy).
✨ 3 - PARTNERSHIPS: Once you have a clear understanding and alignment on what you will build… now you can start talking about 'getting married' aka establishing a committed partnership so you can build the thing! At this stage, make sure you maintain alignment and ensure quick, strategic decision-making as the project evolves. This stage requires active involvement & problem-solving on both sides. Make sure you have frequent check-ins with key stakeholders to ensure they stay engaged and provide the necessary approvals/resources.
✨ 4 - OUTCOMES: Once the first MVP is launched, focus on building long-term trust and adoption. Turn early buy-in into long-term commitment, preventing the innovation from fading after launch. Ensure that a transition strategy is in place so stakeholders are ready to take ownership.
THE FUEL: How do we build trust?
The Principle: Innovation is not just about building great products—it’s about building partnerships that allow ideas to take root and grow.
The Challenge: Even the most promising innovation can stall if key stakeholders are guarded, unavailable, or hesitant about change. Most innovation frameworks focus heavily on the product—its purpose, value proposition, and business outcomes. While these elements are essential, they overlook a critical success factor: the humans who drive innovation forward.
- The deeeeper challenge: Excitement ≠ Commitment. Traditional frameworks often fail because they ignore the reality of human dynamics: Just because someone supports an idea in theory doesn’t mean they’re committed in practice. If leaders, regulators, or sponsors are secretly skeptical, they may be less available, introduce roadblocks, or resist change later on. Ignoring these realities leads to misalignment, slow decision-making, and a lack of support at critical moments.
The Practice: Don't expect (or assume) that people are 'All In' from the very beginning. Remember that real trust and strong relationships take time to build. Create partnerships that strengthen over time. Take a gradual approach to gaining trust and commitment. Be patient. Meet your stakeholders where they're at. Take time to understand them and invite them to co-create with you throughout the process, not just weigh in on decisions or provide feedback during critical times.
The Breakthrough: Take a staged approach to building and strengthening partnerships.
How you can do this at each stage:
✨ 1 - PURPOSE: During ideation and discovery, focus on understanding and exploration. Establish a foundation of trust and openness before formal commitments are made. Encourage early, informal conversations with key stakeholders to gauge interest, concerns, and potential roadblocks.
✨ 2 - VALUE: During prototyping and planning, focus on feedback and alignment. Move beyond surface-level agreement into tangible commitments that drive momentum. Establish clear expectations of what stakeholders will need to contribute (time, funding, advocacy).
✨ 3 - PARTNERSHIPS: Once you have a clear understanding and alignment on what you will build… now you can start talking about 'getting married' aka establishing a committed partnership so you can build the thing! At this stage, make sure you maintain alignment and ensure quick, strategic decision-making as the project evolves. This stage requires active involvement & problem-solving on both sides. Make sure you have frequent check-ins with key stakeholders to ensure they stay engaged and provide the necessary approvals/resources.
✨ 4 - OUTCOMES: Once the first MVP is launched, focus on building long-term trust and adoption. Turn early buy-in into long-term commitment, preventing the innovation from fading after launch. Ensure that a transition strategy is in place so stakeholders are ready to take ownership.
4 - OUTCOMES
4 - OUTCOMES
THE IMPACT: What do we want to be known for and how will we measure success?
The Principle: The most important determinant of success isn't in the execution stage — it's in discovery and validation at the very beginning.
The Challenge: Most Agile frameworks focus their metrics and optimization efforts on the development phase—how efficiently teams build, deploy, and deliver working software. But for most innovation teams, the real success factor is upstream, in discovery and validation.
The Practice: Prioritize discovery and validation. If you get the first two pillars right—defining a clear vision and validating true value—everything else flows smoothly. But if you rush those steps or don't challenge assumptions early on, the entire project struggles, leading to wasted development time and costly pivots later. Once you know what to build, execution is easy (or at least easier)—it's figuring out the right thing to build that's hard.
The Breakthrough: Shift measurement to where it matters.
✨ If early-stage work determines success, don’t just track delivery speed; track the effectiveness of discovery, validation, and stakeholder alignment. Instead of just measuring development speed, measure:
- The depth of your discovery and analysis—are we truly identifying what’s valuable?
- The effectiveness of your prototyping and validation—are we testing the right things?
- The level of stakeholder alignment in the early stages—are we securing real buy-in before we move forward?
THE IMPACT: What do we want to be known for and how will we measure success?
The Principle: The most important determinant of success isn't in the execution stage — it's in discovery and validation at the very beginning.
The Challenge: Most Agile frameworks focus their metrics and optimization efforts on the development phase—how efficiently teams build, deploy, and deliver working software. But for most innovation teams, the real success factor is upstream, in discovery and validation.
The Practice: Prioritize discovery and validation. If you get the first two pillars right—defining a clear vision and validating true value—everything else flows smoothly. But if you rush those steps or don't challenge assumptions early on, the entire project struggles, leading to wasted development time and costly pivots later. Once you know what to build, execution is easy (or at least easier)—it's figuring out the right thing to build that's hard.
The Breakthrough: Shift measurement to where it matters.
✨ If early-stage work determines success, don’t just track delivery speed; track the effectiveness of discovery, validation, and stakeholder alignment. Instead of just measuring development speed, measure:
- The depth of your discovery and analysis—are we truly identifying what’s valuable?
- The effectiveness of your prototyping and validation—are we testing the right things?
- The level of stakeholder alignment in the early stages—are we securing real buy-in before we move forward?
SELF-COACHING QUESTIONS
The Four Pillars aren’t a checklist — they’re a compass. They guide teams through ambiguity, disagreement, complexity, and change.
Start by asking yourself:
- Which pillar feels strongest on your current project?
- Which one feels neglected or unclear?
- What would shift if you treated each as equally important?
The Four Pillars aren’t a checklist — they’re a compass. They guide teams through ambiguity, disagreement, complexity, and change.
Start by asking yourself:
- Which pillar feels strongest on your current project?
- Which one feels neglected or unclear?
- What would shift if you treated each as equally important?
MORE INSIGHTS
GENERATIVE INNOVATION
The Four Pillars of Innovation
The Four Pillars of Innovation
The Four Pillars of Innovation
When traditional playbooks fall short, these four pillars help teams orient, adapt, and move with purpose.
When traditional playbooks fall short, these four pillars help teams orient, adapt, and move with purpose.
Download the article
The Four Pillars of Innovation
The Four Pillars of Innovation
Most frameworks tell you what to do. This one helps you understand what’s actually happening.
I’ve coached transformation teams inside some of the most complex corporate systems — finance, insurance, tech, compliance — and over time, a pattern emerged: No matter the industry, no matter the challenge, the teams that created real, lasting impact were aligned on four essential forces.
I call them the Four Pillars of Innovation. Here is what it looks like at a glance:
Pillar | Purpose | Value | Partnership | Outcomes |
|---|---|---|---|---|
Guiding Question | Why are we doing this? | Are we solving the right problem? | Who must we build this with? | What will success look like long-term? |
Type of Insight | Commitment | Discovery | Trust | Measurement |
Risk If Skipped | Confusion | Waste | Resistance | Invisibility |
These pillars aren’t just project stages. They’re the energetic foundations that hold the work and the team together.
In this post, I'll go through the principles for each pillar and show you how you can apply it to your work.
Most frameworks tell you what to do. This one helps you understand what’s actually happening.
I’ve coached transformation teams inside some of the most complex corporate systems — finance, insurance, tech, compliance — and over time, a pattern emerged: No matter the industry, no matter the challenge, the teams that created real, lasting impact were aligned on four essential forces.
I call them the Four Pillars of Innovation. Here is what it looks like at a glance:
Pillar | Purpose | Value | Partnership | Outcomes |
|---|---|---|---|---|
Guiding Question | Why are we doing this? | Are we solving the right problem? | Who must we build this with? | What will success look like long-term? |
Type of Insight | Commitment | Discovery | Trust | Measurement |
Risk If Skipped | Confusion | Waste | Resistance | Invisibility |
These pillars aren’t just project stages. They’re the energetic foundations that hold the work and the team together.
In this post, I'll go through the principles for each pillar and show you how you can apply it to your work.
1. PURPOSE
THE ANCHOR: Why does this even matter?
The Principle: People need to know WHY they are being asked to do something, WHY it’s worth doing, and HOW it contributes to a greater cause.
The Challenge: When purpose is unclear, everything feels heavier. Teams over-deliver. Stakeholders second-guess. Momentum fades. But when purpose is strong, alignment becomes simple.
The Practice: Alignment is possible with a clear purpose. To convince and inspire others to follow and accomplish the mission, the leader and team must believe in the mission. This belief is crucial because it drives commitment and perseverance.
Belief → Influence: If the team does not believe in what they are doing, they will not be able to influence or persuade others. When leaders are passionate and confident about their goals, they can inspire the same level of dedication in their team and stakeholders.
Belief → Perseverance: “I realized that the SEALs who suffered the wrong combat fatigue, whose attitudes grew progressively more negative as the months of heavy combat wore on, who most questioned the level of risk we were taking on – they all had the LEAST ownership of the planning of the operation.” - Extreme Ownership.
The Breakthrough: Align on the what and why.
✨ If a team member or stakeholder is hesitant, critical, or unclear on the ‘why, don't get defensive or receive it as negative feedback. Instead, see it as an opportunity to gain a greater perspective and understand what you might be missing or assuming. Ask questions and ask for feedback, so the purpose can be discussed, clarified, and understood by everyone involved.
✨ Ask: What are we doing? Why are we doing it? How will it make a difference?
✨ Purpose shouldn't just be discussed at the beginning of the project. It needs to be revisited often, especially when there are significant shifts or after major pivots. Make sure you revisit and refine the purpose often to ensure alignment with the project’s evolving needs.
THE ANCHOR: Why does this even matter?
The Principle: People need to know WHY they are being asked to do something, WHY it’s worth doing, and HOW it contributes to a greater cause.
The Challenge: When purpose is unclear, everything feels heavier. Teams over-deliver. Stakeholders second-guess. Momentum fades. But when purpose is strong, alignment becomes simple.
The Practice: Alignment is possible with a clear purpose. To convince and inspire others to follow and accomplish the mission, the leader and team must believe in the mission. This belief is crucial because it drives commitment and perseverance.
Belief → Influence: If the team does not believe in what they are doing, they will not be able to influence or persuade others. When leaders are passionate and confident about their goals, they can inspire the same level of dedication in their team and stakeholders.
Belief → Perseverance: “I realized that the SEALs who suffered the wrong combat fatigue, whose attitudes grew progressively more negative as the months of heavy combat wore on, who most questioned the level of risk we were taking on – they all had the LEAST ownership of the planning of the operation.” - Extreme Ownership.
The Breakthrough: Align on the what and why.
✨ If a team member or stakeholder is hesitant, critical, or unclear on the ‘why, don't get defensive or receive it as negative feedback. Instead, see it as an opportunity to gain a greater perspective and understand what you might be missing or assuming. Ask questions and ask for feedback, so the purpose can be discussed, clarified, and understood by everyone involved.
✨ Ask: What are we doing? Why are we doing it? How will it make a difference?
✨ Purpose shouldn't just be discussed at the beginning of the project. It needs to be revisited often, especially when there are significant shifts or after major pivots. Make sure you revisit and refine the purpose often to ensure alignment with the project’s evolving needs.
2 - VALUE
THE FILTER: Are we building the right thing?
The Principle: Discoveries, gaps, and findings are not setbacks; they are valuable insights.
The Challenge: Most failed innovation efforts don't fail due to lack of effort or execution—they fail because teams operate on flawed assumptions that were never tested. Innovation thrives on insights, yet many organizations overlook their role in shaping effective planning and execution. But too often, teams are pressured to move forward based on deadlines rather than discoveries, leading to wasted resources, misaligned expectations, and flawed execution.
- Without stakeholder insights → You build something no one wants or can’t get approved.
- Without product insights → You invest in a solution that doesn’t solve the real problem.
- Without process insights → You create inefficiencies that slow down or block adoption.
The Practice: Reframe innovation as an insight-driven process, where each phase generates critical learnings that inform the next stage. Instead of measuring success purely by outputs (e.g., delivery time, product features, working software), start sharing and celebrating major insights gathered throughout the process.
Each phase of the innovation cycle generates two critical types of insights:
(1) Stakeholder Insights → Aligning people, decision-makers, and market needs
(2) Product & Process Insights → Refining solutions, operational feasibility, and execution strategy
These insights create feedback loops that allow innovation teams to adapt and move forward based on real-world data. By prioritizing learning before execution, teams develop better solutions, avoid future adoption challenges, and ensure that every investment in the innovation—whether time, resources, or effort—moves the initiative closer to success rather than further into uncertainty.
The Breakthrough: Instead of starting with requirements, start with curiosity.
✨ Innovation isn’t about guessing right. It’s about learning fast. That means value has to be discovered, not assumed. Ask yourself OFTEN (aka every two weeks):
- What don’t we know yet?
- What might surprise us?
- What do we need to test now?
THE FILTER: Are we building the right thing?
The Principle: Discoveries, gaps, and findings are not setbacks; they are valuable insights.
The Challenge: Most failed innovation efforts don't fail due to lack of effort or execution—they fail because teams operate on flawed assumptions that were never tested. Innovation thrives on insights, yet many organizations overlook their role in shaping effective planning and execution. But too often, teams are pressured to move forward based on deadlines rather than discoveries, leading to wasted resources, misaligned expectations, and flawed execution.
- Without stakeholder insights → You build something no one wants or can’t get approved.
- Without product insights → You invest in a solution that doesn’t solve the real problem.
- Without process insights → You create inefficiencies that slow down or block adoption.
The Practice: Reframe innovation as an insight-driven process, where each phase generates critical learnings that inform the next stage. Instead of measuring success purely by outputs (e.g., delivery time, product features, working software), start sharing and celebrating major insights gathered throughout the process.
Each phase of the innovation cycle generates two critical types of insights:
(1) Stakeholder Insights → Aligning people, decision-makers, and market needs
(2) Product & Process Insights → Refining solutions, operational feasibility, and execution strategy
These insights create feedback loops that allow innovation teams to adapt and move forward based on real-world data. By prioritizing learning before execution, teams develop better solutions, avoid future adoption challenges, and ensure that every investment in the innovation—whether time, resources, or effort—moves the initiative closer to success rather than further into uncertainty.
The Breakthrough: Instead of starting with requirements, start with curiosity.
✨ Innovation isn’t about guessing right. It’s about learning fast. That means value has to be discovered, not assumed. Ask yourself OFTEN (aka every two weeks):
- What don’t we know yet?
- What might surprise us?
- What do we need to test now?
3 - PARTNERSHIPS
THE FUEL: How do we build trust?
The Principle: Innovation is not just about building great products—it’s about building partnerships that allow ideas to take root and grow.
The Challenge: Even the most promising innovation can stall if key stakeholders are guarded, unavailable, or hesitant about change. Most innovation frameworks focus heavily on the product—its purpose, value proposition, and business outcomes. While these elements are essential, they overlook a critical success factor: the humans who drive innovation forward.
- The deeeeper challenge: Excitement ≠ Commitment. Traditional frameworks often fail because they ignore the reality of human dynamics: Just because someone supports an idea in theory doesn’t mean they’re committed in practice. If leaders, regulators, or sponsors are secretly skeptical, they may be less available, introduce roadblocks, or resist change later on. Ignoring these realities leads to misalignment, slow decision-making, and a lack of support at critical moments.
The Practice: Don't expect (or assume) that people are 'All In' from the very beginning. Remember that real trust and strong relationships take time to build. Create partnerships that strengthen over time. Take a gradual approach to gaining trust and commitment. Be patient. Meet your stakeholders where they're at. Take time to understand them and invite them to co-create with you throughout the process, not just weigh in on decisions or provide feedback during critical times.
The Breakthrough: Take a staged approach to building and strengthening partnerships.
How you can do this at each stage:
✨ 1 - PURPOSE: During ideation and discovery, focus on understanding and exploration. Establish a foundation of trust and openness before formal commitments are made. Encourage early, informal conversations with key stakeholders to gauge interest, concerns, and potential roadblocks.
✨ 2 - VALUE: During prototyping and planning, focus on feedback and alignment. Move beyond surface-level agreement into tangible commitments that drive momentum. Establish clear expectations of what stakeholders will need to contribute (time, funding, advocacy).
✨ 3 - PARTNERSHIPS: Once you have a clear understanding and alignment on what you will build… now you can start talking about 'getting married' aka establishing a committed partnership so you can build the thing! At this stage, make sure you maintain alignment and ensure quick, strategic decision-making as the project evolves. This stage requires active involvement & problem-solving on both sides. Make sure you have frequent check-ins with key stakeholders to ensure they stay engaged and provide the necessary approvals/resources.
✨ 4 - OUTCOMES: Once the first MVP is launched, focus on building long-term trust and adoption. Turn early buy-in into long-term commitment, preventing the innovation from fading after launch. Ensure that a transition strategy is in place so stakeholders are ready to take ownership.
THE FUEL: How do we build trust?
The Principle: Innovation is not just about building great products—it’s about building partnerships that allow ideas to take root and grow.
The Challenge: Even the most promising innovation can stall if key stakeholders are guarded, unavailable, or hesitant about change. Most innovation frameworks focus heavily on the product—its purpose, value proposition, and business outcomes. While these elements are essential, they overlook a critical success factor: the humans who drive innovation forward.
- The deeeeper challenge: Excitement ≠ Commitment. Traditional frameworks often fail because they ignore the reality of human dynamics: Just because someone supports an idea in theory doesn’t mean they’re committed in practice. If leaders, regulators, or sponsors are secretly skeptical, they may be less available, introduce roadblocks, or resist change later on. Ignoring these realities leads to misalignment, slow decision-making, and a lack of support at critical moments.
The Practice: Don't expect (or assume) that people are 'All In' from the very beginning. Remember that real trust and strong relationships take time to build. Create partnerships that strengthen over time. Take a gradual approach to gaining trust and commitment. Be patient. Meet your stakeholders where they're at. Take time to understand them and invite them to co-create with you throughout the process, not just weigh in on decisions or provide feedback during critical times.
The Breakthrough: Take a staged approach to building and strengthening partnerships.
How you can do this at each stage:
✨ 1 - PURPOSE: During ideation and discovery, focus on understanding and exploration. Establish a foundation of trust and openness before formal commitments are made. Encourage early, informal conversations with key stakeholders to gauge interest, concerns, and potential roadblocks.
✨ 2 - VALUE: During prototyping and planning, focus on feedback and alignment. Move beyond surface-level agreement into tangible commitments that drive momentum. Establish clear expectations of what stakeholders will need to contribute (time, funding, advocacy).
✨ 3 - PARTNERSHIPS: Once you have a clear understanding and alignment on what you will build… now you can start talking about 'getting married' aka establishing a committed partnership so you can build the thing! At this stage, make sure you maintain alignment and ensure quick, strategic decision-making as the project evolves. This stage requires active involvement & problem-solving on both sides. Make sure you have frequent check-ins with key stakeholders to ensure they stay engaged and provide the necessary approvals/resources.
✨ 4 - OUTCOMES: Once the first MVP is launched, focus on building long-term trust and adoption. Turn early buy-in into long-term commitment, preventing the innovation from fading after launch. Ensure that a transition strategy is in place so stakeholders are ready to take ownership.
4 - OUTCOMES
4 - OUTCOMES
THE IMPACT: What do we want to be known for and how will we measure success?
The Principle: The most important determinant of success isn't in the execution stage — it's in discovery and validation at the very beginning.
The Challenge: Most Agile frameworks focus their metrics and optimization efforts on the development phase—how efficiently teams build, deploy, and deliver working software. But for most innovation teams, the real success factor is upstream, in discovery and validation.
The Practice: Prioritize discovery and validation. If you get the first two pillars right—defining a clear vision and validating true value—everything else flows smoothly. But if you rush those steps or don't challenge assumptions early on, the entire project struggles, leading to wasted development time and costly pivots later. Once you know what to build, execution is easy (or at least easier)—it's figuring out the right thing to build that's hard.
The Breakthrough: Shift measurement to where it matters.
✨ If early-stage work determines success, don’t just track delivery speed; track the effectiveness of discovery, validation, and stakeholder alignment. Instead of just measuring development speed, measure:
- The depth of your discovery and analysis—are we truly identifying what’s valuable?
- The effectiveness of your prototyping and validation—are we testing the right things?
- The level of stakeholder alignment in the early stages—are we securing real buy-in before we move forward?
THE IMPACT: What do we want to be known for and how will we measure success?
The Principle: The most important determinant of success isn't in the execution stage — it's in discovery and validation at the very beginning.
The Challenge: Most Agile frameworks focus their metrics and optimization efforts on the development phase—how efficiently teams build, deploy, and deliver working software. But for most innovation teams, the real success factor is upstream, in discovery and validation.
The Practice: Prioritize discovery and validation. If you get the first two pillars right—defining a clear vision and validating true value—everything else flows smoothly. But if you rush those steps or don't challenge assumptions early on, the entire project struggles, leading to wasted development time and costly pivots later. Once you know what to build, execution is easy (or at least easier)—it's figuring out the right thing to build that's hard.
The Breakthrough: Shift measurement to where it matters.
✨ If early-stage work determines success, don’t just track delivery speed; track the effectiveness of discovery, validation, and stakeholder alignment. Instead of just measuring development speed, measure:
- The depth of your discovery and analysis—are we truly identifying what’s valuable?
- The effectiveness of your prototyping and validation—are we testing the right things?
- The level of stakeholder alignment in the early stages—are we securing real buy-in before we move forward?
SELF-COACHING QUESTIONS
The Four Pillars aren’t a checklist — they’re a compass. They guide teams through ambiguity, disagreement, complexity, and change.
Start by asking yourself:
- Which pillar feels strongest on your current project?
- Which one feels neglected or unclear?
- What would shift if you treated each as equally important?
The Four Pillars aren’t a checklist — they’re a compass. They guide teams through ambiguity, disagreement, complexity, and change.
Start by asking yourself:
- Which pillar feels strongest on your current project?
- Which one feels neglected or unclear?
- What would shift if you treated each as equally important?
MORE INSIGHTS
GENERATIVE INNOVATION
The Four Pillars of Innovation
The Four Pillars of Innovation
The Four Pillars of Innovation
When traditional playbooks fall short, these four pillars help teams orient, adapt, and move with purpose.
When traditional playbooks fall short, these four pillars help teams orient, adapt, and move with purpose.
Download the article
The Four Pillars of Innovation
The Four Pillars of Innovation
Most frameworks tell you what to do. This one helps you understand what’s actually happening.
I’ve coached transformation teams inside some of the most complex corporate systems — finance, insurance, tech, compliance — and over time, a pattern emerged: No matter the industry, no matter the challenge, the teams that created real, lasting impact were aligned on four essential forces.
I call them the Four Pillars of Innovation. Here is what it looks like at a glance:
Pillar | Purpose | Value | Partnership | Outcomes |
|---|---|---|---|---|
Guiding Question | Why are we doing this? | Are we solving the right problem? | Who must we build this with? | What will success look like long-term? |
Type of Insight | Commitment | Discovery | Trust | Measurement |
Risk If Skipped | Confusion | Waste | Resistance | Invisibility |
These pillars aren’t just project stages. They’re the energetic foundations that hold the work and the team together.
In this post, I'll go through the principles for each pillar and show you how you can apply it to your work.
Most frameworks tell you what to do. This one helps you understand what’s actually happening.
I’ve coached transformation teams inside some of the most complex corporate systems — finance, insurance, tech, compliance — and over time, a pattern emerged: No matter the industry, no matter the challenge, the teams that created real, lasting impact were aligned on four essential forces.
I call them the Four Pillars of Innovation. Here is what it looks like at a glance:
Pillar | Purpose | Value | Partnership | Outcomes |
|---|---|---|---|---|
Guiding Question | Why are we doing this? | Are we solving the right problem? | Who must we build this with? | What will success look like long-term? |
Type of Insight | Commitment | Discovery | Trust | Measurement |
Risk If Skipped | Confusion | Waste | Resistance | Invisibility |
These pillars aren’t just project stages. They’re the energetic foundations that hold the work and the team together.
In this post, I'll go through the principles for each pillar and show you how you can apply it to your work.
1. PURPOSE
THE ANCHOR: Why does this even matter?
The Principle: People need to know WHY they are being asked to do something, WHY it’s worth doing, and HOW it contributes to a greater cause.
The Challenge: When purpose is unclear, everything feels heavier. Teams over-deliver. Stakeholders second-guess. Momentum fades. But when purpose is strong, alignment becomes simple.
The Practice: Alignment is possible with a clear purpose. To convince and inspire others to follow and accomplish the mission, the leader and team must believe in the mission. This belief is crucial because it drives commitment and perseverance.
Belief → Influence: If the team does not believe in what they are doing, they will not be able to influence or persuade others. When leaders are passionate and confident about their goals, they can inspire the same level of dedication in their team and stakeholders.
Belief → Perseverance: “I realized that the SEALs who suffered the wrong combat fatigue, whose attitudes grew progressively more negative as the months of heavy combat wore on, who most questioned the level of risk we were taking on – they all had the LEAST ownership of the planning of the operation.” - Extreme Ownership.
The Breakthrough: Align on the what and why.
✨ If a team member or stakeholder is hesitant, critical, or unclear on the ‘why, don't get defensive or receive it as negative feedback. Instead, see it as an opportunity to gain a greater perspective and understand what you might be missing or assuming. Ask questions and ask for feedback, so the purpose can be discussed, clarified, and understood by everyone involved.
✨ Ask: What are we doing? Why are we doing it? How will it make a difference?
✨ Purpose shouldn't just be discussed at the beginning of the project. It needs to be revisited often, especially when there are significant shifts or after major pivots. Make sure you revisit and refine the purpose often to ensure alignment with the project’s evolving needs.
THE ANCHOR: Why does this even matter?
The Principle: People need to know WHY they are being asked to do something, WHY it’s worth doing, and HOW it contributes to a greater cause.
The Challenge: When purpose is unclear, everything feels heavier. Teams over-deliver. Stakeholders second-guess. Momentum fades. But when purpose is strong, alignment becomes simple.
The Practice: Alignment is possible with a clear purpose. To convince and inspire others to follow and accomplish the mission, the leader and team must believe in the mission. This belief is crucial because it drives commitment and perseverance.
Belief → Influence: If the team does not believe in what they are doing, they will not be able to influence or persuade others. When leaders are passionate and confident about their goals, they can inspire the same level of dedication in their team and stakeholders.
Belief → Perseverance: “I realized that the SEALs who suffered the wrong combat fatigue, whose attitudes grew progressively more negative as the months of heavy combat wore on, who most questioned the level of risk we were taking on – they all had the LEAST ownership of the planning of the operation.” - Extreme Ownership.
The Breakthrough: Align on the what and why.
✨ If a team member or stakeholder is hesitant, critical, or unclear on the ‘why, don't get defensive or receive it as negative feedback. Instead, see it as an opportunity to gain a greater perspective and understand what you might be missing or assuming. Ask questions and ask for feedback, so the purpose can be discussed, clarified, and understood by everyone involved.
✨ Ask: What are we doing? Why are we doing it? How will it make a difference?
✨ Purpose shouldn't just be discussed at the beginning of the project. It needs to be revisited often, especially when there are significant shifts or after major pivots. Make sure you revisit and refine the purpose often to ensure alignment with the project’s evolving needs.
2 - VALUE
THE FILTER: Are we building the right thing?
The Principle: Discoveries, gaps, and findings are not setbacks; they are valuable insights.
The Challenge: Most failed innovation efforts don't fail due to lack of effort or execution—they fail because teams operate on flawed assumptions that were never tested. Innovation thrives on insights, yet many organizations overlook their role in shaping effective planning and execution. But too often, teams are pressured to move forward based on deadlines rather than discoveries, leading to wasted resources, misaligned expectations, and flawed execution.
- Without stakeholder insights → You build something no one wants or can’t get approved.
- Without product insights → You invest in a solution that doesn’t solve the real problem.
- Without process insights → You create inefficiencies that slow down or block adoption.
The Practice: Reframe innovation as an insight-driven process, where each phase generates critical learnings that inform the next stage. Instead of measuring success purely by outputs (e.g., delivery time, product features, working software), start sharing and celebrating major insights gathered throughout the process.
Each phase of the innovation cycle generates two critical types of insights:
(1) Stakeholder Insights → Aligning people, decision-makers, and market needs
(2) Product & Process Insights → Refining solutions, operational feasibility, and execution strategy
These insights create feedback loops that allow innovation teams to adapt and move forward based on real-world data. By prioritizing learning before execution, teams develop better solutions, avoid future adoption challenges, and ensure that every investment in the innovation—whether time, resources, or effort—moves the initiative closer to success rather than further into uncertainty.
The Breakthrough: Instead of starting with requirements, start with curiosity.
✨ Innovation isn’t about guessing right. It’s about learning fast. That means value has to be discovered, not assumed. Ask yourself OFTEN (aka every two weeks):
- What don’t we know yet?
- What might surprise us?
- What do we need to test now?
THE FILTER: Are we building the right thing?
The Principle: Discoveries, gaps, and findings are not setbacks; they are valuable insights.
The Challenge: Most failed innovation efforts don't fail due to lack of effort or execution—they fail because teams operate on flawed assumptions that were never tested. Innovation thrives on insights, yet many organizations overlook their role in shaping effective planning and execution. But too often, teams are pressured to move forward based on deadlines rather than discoveries, leading to wasted resources, misaligned expectations, and flawed execution.
- Without stakeholder insights → You build something no one wants or can’t get approved.
- Without product insights → You invest in a solution that doesn’t solve the real problem.
- Without process insights → You create inefficiencies that slow down or block adoption.
The Practice: Reframe innovation as an insight-driven process, where each phase generates critical learnings that inform the next stage. Instead of measuring success purely by outputs (e.g., delivery time, product features, working software), start sharing and celebrating major insights gathered throughout the process.
Each phase of the innovation cycle generates two critical types of insights:
(1) Stakeholder Insights → Aligning people, decision-makers, and market needs
(2) Product & Process Insights → Refining solutions, operational feasibility, and execution strategy
These insights create feedback loops that allow innovation teams to adapt and move forward based on real-world data. By prioritizing learning before execution, teams develop better solutions, avoid future adoption challenges, and ensure that every investment in the innovation—whether time, resources, or effort—moves the initiative closer to success rather than further into uncertainty.
The Breakthrough: Instead of starting with requirements, start with curiosity.
✨ Innovation isn’t about guessing right. It’s about learning fast. That means value has to be discovered, not assumed. Ask yourself OFTEN (aka every two weeks):
- What don’t we know yet?
- What might surprise us?
- What do we need to test now?
3 - PARTNERSHIPS
THE FUEL: How do we build trust?
The Principle: Innovation is not just about building great products—it’s about building partnerships that allow ideas to take root and grow.
The Challenge: Even the most promising innovation can stall if key stakeholders are guarded, unavailable, or hesitant about change. Most innovation frameworks focus heavily on the product—its purpose, value proposition, and business outcomes. While these elements are essential, they overlook a critical success factor: the humans who drive innovation forward.
- The deeeeper challenge: Excitement ≠ Commitment. Traditional frameworks often fail because they ignore the reality of human dynamics: Just because someone supports an idea in theory doesn’t mean they’re committed in practice. If leaders, regulators, or sponsors are secretly skeptical, they may be less available, introduce roadblocks, or resist change later on. Ignoring these realities leads to misalignment, slow decision-making, and a lack of support at critical moments.
The Practice: Don't expect (or assume) that people are 'All In' from the very beginning. Remember that real trust and strong relationships take time to build. Create partnerships that strengthen over time. Take a gradual approach to gaining trust and commitment. Be patient. Meet your stakeholders where they're at. Take time to understand them and invite them to co-create with you throughout the process, not just weigh in on decisions or provide feedback during critical times.
The Breakthrough: Take a staged approach to building and strengthening partnerships.
How you can do this at each stage:
✨ 1 - PURPOSE: During ideation and discovery, focus on understanding and exploration. Establish a foundation of trust and openness before formal commitments are made. Encourage early, informal conversations with key stakeholders to gauge interest, concerns, and potential roadblocks.
✨ 2 - VALUE: During prototyping and planning, focus on feedback and alignment. Move beyond surface-level agreement into tangible commitments that drive momentum. Establish clear expectations of what stakeholders will need to contribute (time, funding, advocacy).
✨ 3 - PARTNERSHIPS: Once you have a clear understanding and alignment on what you will build… now you can start talking about 'getting married' aka establishing a committed partnership so you can build the thing! At this stage, make sure you maintain alignment and ensure quick, strategic decision-making as the project evolves. This stage requires active involvement & problem-solving on both sides. Make sure you have frequent check-ins with key stakeholders to ensure they stay engaged and provide the necessary approvals/resources.
✨ 4 - OUTCOMES: Once the first MVP is launched, focus on building long-term trust and adoption. Turn early buy-in into long-term commitment, preventing the innovation from fading after launch. Ensure that a transition strategy is in place so stakeholders are ready to take ownership.
THE FUEL: How do we build trust?
The Principle: Innovation is not just about building great products—it’s about building partnerships that allow ideas to take root and grow.
The Challenge: Even the most promising innovation can stall if key stakeholders are guarded, unavailable, or hesitant about change. Most innovation frameworks focus heavily on the product—its purpose, value proposition, and business outcomes. While these elements are essential, they overlook a critical success factor: the humans who drive innovation forward.
- The deeeeper challenge: Excitement ≠ Commitment. Traditional frameworks often fail because they ignore the reality of human dynamics: Just because someone supports an idea in theory doesn’t mean they’re committed in practice. If leaders, regulators, or sponsors are secretly skeptical, they may be less available, introduce roadblocks, or resist change later on. Ignoring these realities leads to misalignment, slow decision-making, and a lack of support at critical moments.
The Practice: Don't expect (or assume) that people are 'All In' from the very beginning. Remember that real trust and strong relationships take time to build. Create partnerships that strengthen over time. Take a gradual approach to gaining trust and commitment. Be patient. Meet your stakeholders where they're at. Take time to understand them and invite them to co-create with you throughout the process, not just weigh in on decisions or provide feedback during critical times.
The Breakthrough: Take a staged approach to building and strengthening partnerships.
How you can do this at each stage:
✨ 1 - PURPOSE: During ideation and discovery, focus on understanding and exploration. Establish a foundation of trust and openness before formal commitments are made. Encourage early, informal conversations with key stakeholders to gauge interest, concerns, and potential roadblocks.
✨ 2 - VALUE: During prototyping and planning, focus on feedback and alignment. Move beyond surface-level agreement into tangible commitments that drive momentum. Establish clear expectations of what stakeholders will need to contribute (time, funding, advocacy).
✨ 3 - PARTNERSHIPS: Once you have a clear understanding and alignment on what you will build… now you can start talking about 'getting married' aka establishing a committed partnership so you can build the thing! At this stage, make sure you maintain alignment and ensure quick, strategic decision-making as the project evolves. This stage requires active involvement & problem-solving on both sides. Make sure you have frequent check-ins with key stakeholders to ensure they stay engaged and provide the necessary approvals/resources.
✨ 4 - OUTCOMES: Once the first MVP is launched, focus on building long-term trust and adoption. Turn early buy-in into long-term commitment, preventing the innovation from fading after launch. Ensure that a transition strategy is in place so stakeholders are ready to take ownership.
4 - OUTCOMES
4 - OUTCOMES
THE IMPACT: What do we want to be known for and how will we measure success?
The Principle: The most important determinant of success isn't in the execution stage — it's in discovery and validation at the very beginning.
The Challenge: Most Agile frameworks focus their metrics and optimization efforts on the development phase—how efficiently teams build, deploy, and deliver working software. But for most innovation teams, the real success factor is upstream, in discovery and validation.
The Practice: Prioritize discovery and validation. If you get the first two pillars right—defining a clear vision and validating true value—everything else flows smoothly. But if you rush those steps or don't challenge assumptions early on, the entire project struggles, leading to wasted development time and costly pivots later. Once you know what to build, execution is easy (or at least easier)—it's figuring out the right thing to build that's hard.
The Breakthrough: Shift measurement to where it matters.
✨ If early-stage work determines success, don’t just track delivery speed; track the effectiveness of discovery, validation, and stakeholder alignment. Instead of just measuring development speed, measure:
- The depth of your discovery and analysis—are we truly identifying what’s valuable?
- The effectiveness of your prototyping and validation—are we testing the right things?
- The level of stakeholder alignment in the early stages—are we securing real buy-in before we move forward?
THE IMPACT: What do we want to be known for and how will we measure success?
The Principle: The most important determinant of success isn't in the execution stage — it's in discovery and validation at the very beginning.
The Challenge: Most Agile frameworks focus their metrics and optimization efforts on the development phase—how efficiently teams build, deploy, and deliver working software. But for most innovation teams, the real success factor is upstream, in discovery and validation.
The Practice: Prioritize discovery and validation. If you get the first two pillars right—defining a clear vision and validating true value—everything else flows smoothly. But if you rush those steps or don't challenge assumptions early on, the entire project struggles, leading to wasted development time and costly pivots later. Once you know what to build, execution is easy (or at least easier)—it's figuring out the right thing to build that's hard.
The Breakthrough: Shift measurement to where it matters.
✨ If early-stage work determines success, don’t just track delivery speed; track the effectiveness of discovery, validation, and stakeholder alignment. Instead of just measuring development speed, measure:
- The depth of your discovery and analysis—are we truly identifying what’s valuable?
- The effectiveness of your prototyping and validation—are we testing the right things?
- The level of stakeholder alignment in the early stages—are we securing real buy-in before we move forward?
SELF-COACHING QUESTIONS
The Four Pillars aren’t a checklist — they’re a compass. They guide teams through ambiguity, disagreement, complexity, and change.
Start by asking yourself:
- Which pillar feels strongest on your current project?
- Which one feels neglected or unclear?
- What would shift if you treated each as equally important?
The Four Pillars aren’t a checklist — they’re a compass. They guide teams through ambiguity, disagreement, complexity, and change.
Start by asking yourself:
- Which pillar feels strongest on your current project?
- Which one feels neglected or unclear?
- What would shift if you treated each as equally important?