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CEB's Innovation & Strategy practice includes R&D, strategy and quality professionals from the world’s leading companies. We provide best practices, tools, and ideas from the world’s leading companies to make you more effective, accelerate your team’s capabilities, and create transformative growth for your organization.

Featured Insights

Drive Growth through Breakthrough Ideas

Across the next five years, the average company will miss more than $9 billion in revenue due to its inability to secure senior-level commitment to transformational ideas.

Develop Breakthrough Ideas

Demonstrate Your Growth Readiness

Forget the business case and investment scorecards. The secret to effective investment prioritization is demonstrating your organization's readiness pursue growth.

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Waste-Free Strategic Planning

Learn how eliminating all but the necessary and sufficient elements of strategic planning can yield clear and measurable strategies for your organization.

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Sustainable Scenario Planning

Managing through a current transition or preparing for a future change? Learn how leading corporate strategists integrate scenario planning into the business planning process for long-term agility.

Review Six Key Lessons  New Window

The Next Generation of R&D Talent

Across the next five years, the average company will miss more than $9 billion in revenue because of its inability to secure senior-level commitment to transformational ideas. CEB's latest research reveals how successful R&D teams are developing "softer" business skills within their team to drive transformational ideas forward.

Download Key Findings and Tactics  New Window

R&D Leadership Academy

More than 70% of skills required of R&D leaders to meet innovation goals are non-technical. The R&D Leadership Academy consists of three two-day sessions focused on building key leadership and managerial skills to drive cross-functional collaboration and to accelerate innovation in the R&D team.

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What Our Members Are Saying

I have circulated the CEB case on adjacency mapping widely within Moog and through it have been able to build consensus on expanding laterally through adjacencies. In the absence of a common mental model provided by the capability map, I don't think our executive team would have found common ground to prioritise an investment into such an unfamiliar, new territory for us."

Moog Inc.Richard Aubrecht
Vice Chairman and VP for Strategy and Technology