In many companies, the word “innovation” has become synonymous with decoration. Rooms with colorful bean bags, walls covered in Post-its, and inspiring slogans make up the ideal setting for social media photos. However, behind this modern look, there is not always a real strategic transformation underway. The problem is not in the trendy environments that can stimulate new ways of working, but in the confusion between creativity and innovation, one of the great corporate misconceptions of our time. Creativity is necessary, of course: it opens paths, proposes ideas, and imagines possibilities. But true innovation goes beyond brainstorming and wall stickers. It requires method, commitment, and, above all, difficult decisions.
It is easy to say “we are innovating” when the speech is ready, and events are crowded. What is difficult is to change the structure, question untouchable indicators, and change the core of the business. Innovating, in its essence, hurts, bothers, and provokes. It requires the courage to look at what has always worked and admit that perhaps it is no longer enough. And this, few leaders are willing to face. In practice, what is often seen is what can be called “fake innovation”. A McKinsey survey showed that 84% of executives believe that innovation is essential for growth, but only 6% are satisfied with the innovation performance of their organizations. This exposes the gap between rhetoric and practice.
Companies celebrate squads that deliver beautiful MVPs, but they never leave PowerPoint. Executives praise the culture of innovation while blocking bold ideas for ‘going out of scope.’ Some invest millions in disconnected innovation programs from the real business strategy, just to feed a discourse that doesn’t hold up in practice. And this kind of corporate theater comes at a high cost. It drains energy, frustrates talents, and undermines the engagement of those who truly want to transform.
Another study, this time from the Boston Consulting Group (BCG), reveals that over 70% of digital transformation initiatives do not achieve their objectives. This does not happen due to lack of technology or ideas, but most of the time, due to cultural resistance, lack of strategic clarity, and execution failures. True innovation is built on another level. It starts with uncomfortable questions, with a willingness to listen, with the humility to recognize what needs to change, even if it hurts. It is strengthened by leadership that understands that the future will not be a linear continuation of the present. And, therefore, requires disruptions.
Therefore, more than creating a new product or service, innovating is an act of responsibility. It is rethinking how the company positions itself in the world, what real pains it wants to solve, what ethical dilemmas it needs to face. It is about building relevance, not just appearance. If the goal is to innovate truly, perhaps the first step is to take the post-it notes off the wall and put on the table the challenges everyone avoids facing. The relevance of the future will not be achieved with inspiring slogans, but with courageous decisions. Because, in the end, innovating is not about looking modern. It is about having the audacity to do things differently, and better, while there is still time.
