Innovation Management In Projects

On May 22, 2025, Microsoft signed a deal to purchase over 600,000 tons of #lowcarbon cement from Sublime Systems ; cement produced without fossil fuels, using an innovative electrochemical process. Just a few days later, on May 28, Google expanded its partnership with Arable an agtech startup helping U.S. farmers save 2 billion liters of #water using smart irrigation technology. These aren’t CSR headlines. They’re clear signals that environmental goals and financial sustainability are not in conflict. This is happening in the US even with the strong stance on #sustainability. When driven strategically, sustainability is both a climate solution and a long-term value play. But what’s even more powerful is the catalytic effect of such moves: 1- Microsoft’s purchase enables Sublime Systems to scale its technology faster and cheaper. 2- Google’s validation helps Arable prove its model and unlock broader adoption. When industry giants act as early adopters, they don’t just decarbonize they create entire markets! This is exactly the kind of thinking that can supercharge the #startupecosystem in the #GCC. With ambitious sustainability agendas, national champions in the region can turn their assets into real world #testbeds, validating technologies, shortening the path to commercialization, and nurturing homegrown solutions. We often speak of ecosystems. But ecosystems thrive not in isolation, but through interdependence between the boldness of big players and the brilliance of small innovators. #Sustainability #Innovation #ClimateTech #CircularEconomy #GCC #Startups #GreenGrowth #WaterManagement #GreenConstruction #CenterForSustainableFuture Elias Aad Dragos Fundulea

#contractmanagement and #innovation are two of my personal interests. I see so many joint innovative projects and ideas fail abysmally. So how can a contractmanager support innovation? When innovating together with suppliers or clients, several critical aspects come into play. These are of particular importance when the outcome of the innovation project is highly uncertain. As a contract manager in such a scenario, you would need to adapt and consider the following key points: Clear communication and alignment: It is crucial to have clear communication and alignment with suppliers or clients regarding expectations, goals, and responsibilities. In uncertain innovation projects, all parties must be on the same page to navigate challenges and adapt to changing circumstances. Flexible contracting: Traditional contracts may not be suitable for highly uncertain innovation projects. Contractmanagers need to develop flexible and adaptive contract structures that allow for adjustments as the project progresses. This may involve incorporating clauses for scope changes, performance milestones, and risk-sharing mechanisms. Risk Management: Managing risks becomes even more critical in uncertain innovation projects. Contract managers must identify potential risks, assess their implications, and develop mitigation strategies collaboratively with suppliers or clients. Proactively addressing risks can help minimize disruptions and ensure smoother project execution. Innovation Governance: Establishing a robust innovation governance framework is essential for effective collaboration. Contractmanagers should define fast decision-making processes, allocate resources, and set up mechanisms for monitoring progress and addressing issues promptly. A clear governance structure helps maintain focus and direction throughout the innovation project. Results-Oriented focus: In uncertain innovation projects, focusing on outcomes and value creation is paramount. Contract managers should place emphasis on delivering tangible results that benefit all parties involved. This may require a shift from traditional performance metrics to more adaptive measures that reflect the dynamic nature of innovation. Collaborative Problem-Solving: When uncertainty is high, collaborative problem-solving becomes key. Contractmanagers must foster a culture of open communication, creativity, and cooperation to navigate challenges effectively. Encouraging shared learning and knowledge exchange can lead to innovative solutions and stronger partnerships. When innovating together with suppliers or clients in highly uncertain projects, contract managers need to prioritize clear communication, flexible contracting, risk management, innovation governance, results-oriented focus, and collaborative problem-solving. Adapting to uncertainty and actively addressing challenges while maintaining a focus on value creation are essential for successful innovation collaborations.

Many senior leaders I work with care deeply about innovation. And still, they experience a tension they don’t always state out loud. Control vs. curiosity. Alignment vs. disagreement. They know innovation doesn’t come from everyone just doing what they’re told. But they also believe that too much freedom, without enough structure, can quickly turn into chaos. What they often do not realize is that they do not need to pick a side. Instead, they need to learn how to hold both at the same time. In my work, I’ve seen that innovative teams don’t try to get rid of dissent. They embrace it and shape it. And they don’t just tell people to “be curious.” They use practices that make curiosity possible, every day. Here are a few principles that help leaders navigate this tension: 1. Keep dissent about ideas, not people. The best debates focus on the work: the data, the assumptions, the trade-offs. Not egos, titles, or who’s “right.” When leaders stay open (especially when they’re being challenged) it gives everyone else permission to do the same. 2. Give curiosity clear boundaries. Curiosity actually works better with structure. Be clear about where experimentation is encouraged, what constraints matter, and when decisions are final. Too much freedom without clarity is overwhelming. Clarity creates room to explore. 3. Don’t mix learning moments with performance moments. If every conversation feels like a test, people stop taking risks. Say out loud when the goal is learning, reflection, or trying things out. And protect those spaces. 4. Reward contribution, not agreement. If people get ahead by agreeing, that’s what they’ll do. If they get ahead by improving thinking, raising risks, and expanding options, you’ll get better decisions. 5. Remember: culture follows behavior, not demands or promises. Curiosity isn’t what leaders say they want. It’s what they notice, what they ask about, and what they act on, especially when things get tense. To me, innovation does not mean letting go of control. It’s about using control more thoughtfully, in ways that leave room for learning, challenge, and discovery. Leaders who get this right build teams and organizations that keep learning long after today’s problems are solved. #teams #collaboration #control #innovation #rules #practices #tension #learning #leadership

Sustainability = Innovation 🌍 Environmental and social pressures are reshaping how companies approach growth, risk, and competitiveness. When strategically integrated, sustainability becomes a framework to identify operational inefficiencies, anticipate future demands, and respond to evolving market conditions. The starting point is recognizing how sustainability issues reveal opportunities for innovation. Rising input costs require rethinking material choices and supply strategies. Climate risk drives the need for resilient product design. Regulation, customer expectations, and resource constraints all point toward reconfiguring business models and value chains. Each business function faces specific triggers. Operations teams respond to inefficiencies in energy or water use. Procurement can reduce exposure by transitioning to circular sourcing. Product development must address the growing demand for low footprint design. Sales and marketing teams face increasing pressure from clients and regulators to demonstrate real, measurable impact. Several innovation pathways are already proving effective. These include redesigning products with lower impact materials, modular components, and take back systems. Business model shifts such as repair programs, resale strategies, and service based delivery models can extend product value. Digital tools enable smarter operations and transparency for customers. Functional teams require clear prompts to connect sustainability to their daily work. Operations can identify areas where reducing emissions also cuts costs. R&D teams should explore how to design for circularity from the beginning. Sales teams can develop solutions that align with client ESG targets. Finance can evaluate payback periods and risk adjusted returns. HR can focus on building a culture of sustainable problem solving. Impact measurement is essential to validate innovation efforts. Metrics may include revenue from sustainable offerings, product carbon intensity, emissions avoided, client retention linked to ESG solutions, and time to market for low impact products. Implementing innovation at scale requires specific tools. These include life cycle assessment platforms, circular design processes, materiality assessments, innovation accelerators, and sustainability linked finance instruments to fund new initiatives. Sustainability driven innovation is a strategic process embedded across the business. It enables long term value creation by aligning environmental and social imperatives with product, process, and business model development. #sustainability #sustainable #business #esg #innovation

The CEO looked exhausted. "My leadership team is fighting again. - CFO wants to slow down. - CMO wants to scale. - CHRO says we don’t have the people yet". He paused. "Is this a problem I need to fix?" I asked: "When you listen to these three perspectives, what is each leader trying to protect for the company?" He thought for a moment. - "The CFO is protecting stability. - The CMO is protecting growth. - The CHRO is protecting our culture". "And if any one of those voices were missing," I asked, "what would the risk be?" He sat back. "We’d be flying blind. We’d either overextend or stall." "So, how does that change how you see this 'conflict'?" "It feels less like a personality clash and more like a strategy debate," he admitted. "I don’t need them to stop disagreeing. I need to help them integrate those different needs". ✨ Most leaders treat peer conflict as a fire to put out. But usually, it’s just business complexity showing up in human form. 🫴 Growth vs. Profitability 🫴 Speed vs. Quality 🫴 Innovation vs. Stability ✨ The best teams don't avoid conflict; they use it to make better decisions. I’ve put together 5 practical ways to handle these tensions in the carousel below: 1. Quarterly Alignment: Clarify priorities and trade-offs. 2. Curiosity over Judgment: Move from "Why are you blocking?" to "Help me understand". 3. Reciprocity: Support their priorities now to build trust for later. 4. Valuing Perspectives: Ask "What are we missing?" instead of "Who is right?". 5. Monthly Conflict Checks: A 30-minute rhythm to name and explore tensions. One Action: Slide 11 has a simple checklist to start this week. Which one are you picking? Build one bridge at a time. #Leadership #CXO #ExecutiveAlignment #LeadershipTeams #ExecutiveCoaching #ICFCoach

Impact startups in MENA are growing fast but funding strategies must evolve just as quickly. One of the questions I’m asked most often by founders is: “Where do we start when it comes to raising funds for climate or sustainability-focused ventures in this region?” Here’s how I usually break it down in 4 key pathways I’ve worked with or closely observed, each requiring a clear narrative, regional awareness, and the right positioning: 1. Government-backed innovation platforms These are not just about incubation, they are increasingly designed to de-risk startups and connect them to capital. 🔹 Example: Hub71 (Abu Dhabi) offers access to corporates, sovereign investors, and a growing base of VC partners through its Incentive Program. It's a launchpad for startups aligned with national priorities. 2. Climate-aligned positioning Framing your solution around climate resilience or adaptation is no longer optional—it’s a strategic funding move. 🔹 Example: ALTÉRRA, the $30B climate investment fund launched by the UAE at COP28, is designed to mobilize capital into areas like clean energy, food security, and nature-based solutions. Startups that clearly align with these priorities stand a stronger chance of attracting institutional and private funding. 3. Corporate sustainability partnerships Corporates in MENA are increasingly partnering with startups to accelerate their ESG goals—often offering pilot funding, technical support, or access to infrastructure. 🔹 Example: PepsiCo Middle East has launched several open innovation challenges in the region, focusing on sustainable packaging, water reuse, and food system transformation. These partnerships are a valuable entry point for startups ready to co-create scalable solutions. 4. Strategic VC alignment Venture capital in MENA is increasingly aligning with long-term sustainability themes—especially in climate tech and resource efficiency. 🔹 Example: VentureSouq, a MENA-based VC, launched its Climate Tech Fund I to invest in technologies tackling the climate crisis—from energy and mobility to the circular economy. They’re actively backing companies that blend strong commercial potential with measurable impact. The takeaway? It’s not just about raising funds, it’s about raising strategically. That’s how you align with where capital is moving in the region. If you found this useful, share it with a founder or ecosystem builder working on climate and impact in MENA. Let’s make these conversations more visible ;-) #ClimateFinance #MENA #ImpactStartups #StrategicFunding #GreenTransition #BusinessWithPurpose

If there's conflict in your team, how can you resolve it without aggression or escalation? And also without people-pleasing or giving away your power as a leader? The key here is: establish psychological safety. If your first response is to blame them, their guards will go up, and they will get defensive, because they will detect a threat i.e., lack of psychological safety. That's the end of the conversation and maybe even the relationship in extreme cases. Here are some examples: What NOT to Do: Dismiss or Ignore Concerns: Example: A team member raises an issue during a meeting, but it's brushed aside by the team leader without any further discussion. Instead: Acknowledge the concern and encourage open dialogue to understand its root cause and potential impact. What NOT to Do: Blame or Shame Individuals: Example: When a mistake is made, publicly assigning blame to a specific team member. Instead: Approach errors as learning opportunities for the entire team, focusing on solutions rather than assigning fault. Give constructive feedback in private. What NOT to Do: Dominate Discussions: Example: A few outspoken team members monopolize discussions, making it difficult for others to contribute their perspectives. Instead: Facilitate balanced participation by actively encouraging quieter team members to share their thoughts and ensuring everyone has an opportunity to speak. What TO Do Instead: Encourage Open Communication: Example: Create regular opportunities for team members to share their thoughts, concerns, and feedback in a safe and non-judgmental environment, such as through regular team meetings or anonymous suggestion boxes. Model Vulnerability: Example: Leaders openly admit their own mistakes or uncertainties, demonstrating that it's acceptable to be imperfect and fostering a culture of trust and authenticity. Provide Constructive Feedback: Example: When addressing performance issues, focus on specific behaviours or outcomes rather than attacking the individual's character. Offer guidance on how to improve and support them in their development. Celebrate Diversity of Thought: Example: Encourage team members to bring diverse perspectives to the table, recognizing that differing viewpoints can lead to more robust solutions. Celebrate successes that result from collaborative efforts. Establish Clear Norms: Example: Set explicit ground rules for communication and conflict resolution within the team, emphasizing the importance of respect, active listening, and maintaining confidentiality. Did this help? Then give this post a 👍🏼

There’s something almost magical about watching an idea come alive on a big board or wall. I first experienced this in a workshop many years ago, when instead of PowerPoint slides and endless talking, a facilitator picked up a pen and began sketching what we were saying. Within minutes, the noise in the room turned into clarity. Arguments softened. Ideas grew. Patterns emerged. Suddenly, we weren’t just talking at each other, we were thinking together. That’s the power of graphical facilitation. I've found that visuals create shared understanding. When people see their ideas drawn out, it feels tangible, real, and owned. Visuals cut through complexity. A messy conversation can be captured into a simple diagram that shows how the pieces fit together. Visuals open space for creativity. They invite people to build, adapt, and challenge without getting lost in jargon. It’s not about art. Stick figures and simple shapes are enough. It’s about capturing meaning, making the invisible visible. Here’s where leadership comes in. Graphical facilitation is really powerful when you combine it with the right questions. imagine a leader asking: “What does success look like for us?” and the group sketch the answers into a shared picture. “Where are the bottlenecks in our system?” and mapping them visually with the team. “If this project were a journey, where are we on the map?” and drawing a road with milestones. "What do our customers really experience?" and mapping out the end to end customer journey. This simple combination does something slides never can: it invites people in. It shows them their voice matters, that leadership is not about having the answer but creating the conditions for the best answers to emerge. Try this to get started...: 1. Grab a flipchart or whiteboard. The bigger, the better. 2. Frame a powerful question. Something open, generative, and focused on possibilities. 3. Draw as you listen. Use arrows, boxes, circles, stick people nothing fancy. Capture the flow of ideas. 4. Step back together. Ask: “What do we notice?” or “What stands out?” This is where new insights often spark. 5. Co-create the next step. The group’s picture becomes the group’s plan. In times of complexity, speed, and change, leaders can no longer rely on being the person with the answer. The role has shifted: leaders must become facilitators of thinking, collaboration, and creativity. Graphical facilitation is a leadership skill for the future. It's a way to make ideas visible, align people quickly, and engage teams in solving problems together. And here’s the truth: once people have seen their ideas come to life on the wall, they rarely forget it. It creates ownership, energy, and momentum that words alone can’t achieve. If you want better collaboration, don’t just talk at your team. Draw with them. Ask the right questions. Sketch the answers. Make the invisible visible. You’ll be surprised at what emerges when the pens are in play!

𝗛𝗮𝗿𝗻𝗲𝘀𝘀𝗶𝗻𝗴 𝗛𝘂𝗺𝗶𝗹𝗶𝘁𝘆 𝗳𝗼𝗿 𝗘𝗳𝗳𝗲𝗰𝘁𝗶𝘃𝗲 𝗖𝗼𝗻𝗳𝗹𝗶𝗰𝘁 𝗥𝗲𝘀𝗼𝗹𝘂𝘁𝗶𝗼𝗻 𝗮𝘀 𝗮 𝗟𝗲𝗮𝗱𝗲𝗿 Conflict in the workplace is inevitable. But the way you handle it can make or break team dynamics. → Many leaders struggle to resolve conflicts. → They react defensively. → They prioritize being right over finding solutions. This approach often exacerbates issues and erodes trust. But there’s a powerful tool that’s often overlooked: Humility. Wondering why humility is so effective in conflict resolution? Here’s why: → It fosters open communication. → It builds trust and respect. → It shifts focus from blame to understanding. Here’s how you can use humility to enhance conflict resolution: 1️⃣ 𝗟𝗶𝘀𝘁𝗲𝗻 𝗔𝗰𝘁𝗶𝘃𝗲𝗹𝘆 𝗮𝗻𝗱 𝗘𝗺𝗽𝗮𝘁𝗵𝗲𝘁𝗶𝗰𝗮𝗹𝗹𝘆: → Humble leaders truly listen. → They seek to understand, not just respond. → This approach makes team members feel heard and valued. 2️⃣ 𝗔𝗰𝗸𝗻𝗼𝘄𝗹𝗲𝗱𝗴𝗲 𝗠𝗶𝘀𝘁𝗮𝗸𝗲𝘀: → Everyone makes mistakes, including leaders. → Admitting your errors shows you’re human and approachable. → It encourages others to be honest and open about their own mistakes. 3️⃣ 𝗣𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝘇𝗲 𝘁𝗵𝗲 𝗧𝗲𝗮𝗺 𝗢𝘃𝗲𝗿 𝗬𝗼𝘂𝗿𝘀𝗲𝗹𝗳: → Humble leaders put the team’s needs first. → They focus on finding solutions that benefit everyone, not just themselves. → This mindset fosters collaboration and mutual respect. 4️⃣ 𝗔𝗽𝗽𝗿𝗼𝗮𝗰𝗵 𝗗𝗶𝘀𝗮𝗴𝗿𝗲𝗲𝗺𝗲𝗻𝘁𝘀 𝘄𝗶𝘁𝗵 𝗮𝗻 𝗢𝗽𝗲𝗻 𝗠𝗶𝗻𝗱: → Assume you don’t have all the answers. → Be willing to consider other perspectives and ideas. → This openness can lead to creative solutions and stronger team bonds. 5️⃣ 𝗖𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗲 𝘄𝗶𝘁𝗵 𝗥𝗲𝘀𝗽𝗲𝗰𝘁 𝗮𝗻𝗱 𝗙𝗮𝗶𝗿𝗻𝗲𝘀𝘀: → Speak kindly, even during disagreements. → Show respect for different viewpoints. → This creates a safe environment where everyone feels comfortable contributing. 6️⃣ 𝗙𝗮𝗰𝗶𝗹𝗶𝘁𝗮𝘁𝗲 𝗖𝗼𝗻𝘀𝘁𝗿𝘂𝗰𝘁𝗶𝘃𝗲 𝗗𝗶𝗮𝗹𝗼𝗴𝘂𝗲: → Encourage team members to share their thoughts. → Guide discussions toward understanding and resolution. → This helps to diffuse tension and build consensus. 7️⃣ 𝗥𝗲𝗳𝗹𝗲𝗰𝘁 𝗮𝗻𝗱 𝗟𝗲𝗮𝗿𝗻 𝗖𝗼𝗻𝘁𝗶𝗻𝘂𝗼𝘂𝘀𝗹𝘆: → After conflicts are resolved, take time to reflect on what you learned. → Use these insights to improve your conflict resolution skills. → This continuous learning helps you grow as a leader and strengthens your team. Using humility doesn’t mean being weak or indecisive. It’s about showing strength through understanding, patience, and the willingness to grow. In a world where leadership is often equated with authority and control, embracing humility sets you apart. It creates a foundation of trust, respect, and collaboration, leading to a more cohesive and productive team. Ready to embrace humility in your leadership approach? Start by listening, acknowledging, and valuing your team’s contributions. #Leadership #ConflictResolution #Humility #TeamBuilding #EffectiveCommunication #Respect

I was having team with my neighbors who is Director at a reputed consulting firm. He has seen me facilitate teams for bring clarity through Sketchnotes 📝 He promptly asked me to suggest some way to resolve conflicts in his team. He said “they are always on fire, waiting to put each other down”. My eyes lit up and rolled up 🧠remembering what I did in my team few years ago. In high-performing teams, conflict is inevitable. When collaboration 👥is frequent and stakes are high, differing working styles, communication gaps, and behavioural patterns can often spark friction. But rather than letting these conflicts fester, what if we turned them into opportunities for clarity and growth? One powerful ritual I’ve found useful is something called a Behavioural Retrospective 🙌— a structured conversation that helps teams reflect on behaviours causing friction and co-create better ways of working together. Let’s break it down 🧩 What is a Behavioural Retrospective? Unlike project retrospectives that focus on processes and outcomes, a Behavioural Retrospective dives into the interpersonal actions and behaviours that impact team dynamics. It guides teams to safely surface frustrations, understand the root causes, and collectively agree on more constructive behaviours. Here’s a simple four-step framework to run one: ⸻ 1. Get Frustrations on Paper Start by asking team members to quietly write down actions or behaviours of peers that are frustrating them. Encourage specificity — focusing on actions, not people. ⸻ 2. Take Turns Sharing Create a safe, non-defensive space where team members can take turns sharing what they’ve written. A crucial mindset here: listen to understand, not to defend. Everyone deserves to be heard. ⸻ 3. Ask Revealing Questions Encourage the team to ask revealing, open-ended questions to uncover what’s beneath the surface. This helps build empathy, as people often act from unseen pressures or intentions. ⸻ 4. Make Suggestions for Alternate Behaviours End the session by inviting the team to suggest constructive, alternative behaviours. Focus on actions that can replace the problematic behaviours moving forward. Capture these as actionable, specific agreements. ⸻ Why This Works Behavioural Retrospectives promote empathy, mutual respect, and a culture of continuous improvement within the team. ⸻ If your team has been experiencing behavioural conflicts, this might be a good ritual to introduce in your next cycle. It’s a simple but transformative way to realign as a team — not just on what you build, but how you work together. Have you tried something similar? Would love to hear how you handle behavioural conflicts in your team. #TeamCulture #Leadership #Retrospective #ConflictResolution