In many companies, the word "innovation" has become synonymous with décor. Rooms with colorful poufs, walls covered in sticky notes, and inspiring slogans make the perfect backdrop for social media photos. However, behind this modern facade, there isn't always a genuine strategic transformation underway. The problem isn't with the cool environments, which can stimulate new ways of working, but with the confusion between creativity and innovation, one of the major corporate misconceptions of our time. Creativity is necessary, of course: it's what opens paths, proposes ideas, and imagines possibilities. But true innovation goes beyond brainstorming and wall stickers. It demands method, commitment, and, most importantly, difficult decisions.
It's easy to say "we're innovating" when the speeches are ready and the events are full. Difficult is to change the structure, question untouchable indicators, and modify the core of the business. Innovation, at its essence, hurts, bothers, and provokes. It requires the courage to look at what's always worked and admit that maybe it's no longer enough. And few leaders are willing to confront this. In practice, what's frequently seen is what could be called "innovation—". fakeA McKinsey survey revealed that 84% of executives believe innovation is essential for growth, but only 61% are satisfied with their organizations' innovation performance. This highlights the gap between rhetoric and reality.
Companies celebrate squads delivering beautiful MVPs that never leave PowerPoint. Executives praise a culture of innovation while blocking bold ideas for "exceeding the scope." Some invest millions in innovation programs disconnected from the actual business strategy, only to fuel a discourse unsupported by practice. And this kind of corporate theater is costly. It wastes energy, frustrates talent, and undermines the engagement of those truly wanting to transform.
Another study, this time by the Boston Consulting Group (BCG), reveals that over 70% of digital transformation initiatives fail to achieve their objectives. This isn't due to a lack of technology or ideas, but most often to cultural resistance, a lack of strategic clarity, and execution failures. True innovation is built on a different plane. It begins with uncomfortable questions, a willingness to listen, and the humility to acknowledge what needs to change, even if it hurts. It strengthens with leadership that understands the future will not be a linear continuation of the present. And therefore, requires disruption.
Therefore, more than creating a new product or service, innovation is an act of responsibility. It's about rethinking how the company positions itself in the world, what real problems it wants to solve, what ethical dilemmas it needs to address. It's about building relevance, not just appearances. If the goal is true innovation, perhaps the first step is to take the sticky notes off the wall and put on the table the challenges everyone avoids facing. The relevance of the future won't be achieved with inspiring slogans, but with courageous decisions. Because, ultimately, innovation isn't about appearing modern. It's about having the audacity to do things differently, and better, while there's still time.
