Innovation Theatre: The Fine Line Between Action and Empty Gestures
The session explores the concept of innovation theatre, its potential value as a tool for organizational change, and the need for substantive action behind the flashy displays of corporate innovation efforts.
“Sometimes, innovation theatre acts as a rallying cry from leadership, signaling to employees that this is something we care about—but only if it’s backed by real action.”
Actionable Takeaways:
- Innovation Theatre as a Catalyst: Use external displays of innovation as a rallying cry, but ensure they are followed by measurable, impactful actions that align with long-term company goals.
- Corporate-Startup Partnerships: Foster mutually beneficial relationships by aligning both corporate and startup cultures from the start, establishing transparency, and setting realistic expectations.
- Engage Leaders Early and Often: Involve senior leaders in innovation initiatives from the beginning to ensure decisions are made swiftly and projects are well-supported.
The Dual Nature of Innovation Theatre
In corporate environments, the term “innovation theatre” often carries a negative connotation, signaling superficial or performative acts that don’t translate into tangible progress. However, in this session, the concept was reframed—suggesting that innovation theatre can actually be a valuable first step in an organization’s journey toward meaningful change.
Innovation theatre is defined as the outward-facing activities or presentations designed to communicate a company’s commitment to innovation, even if they don’t yet deliver the underlying substance expected from such initiatives. While these activities often risk being seen as empty or insincere, they can sometimes serve a larger, more strategic purpose—acting as a rallying cry from leadership to employees, signaling a shift in company culture. The key to making this work lies in what happens behind the scenes. Without clear metrics, follow-through, and the integration of innovation into the business’s core operations, innovation theatre can quickly become an empty spectacle, undermining the very culture it aims to promote.
The Fine Line: Leadership’s Role in Innovation
The session revealed that while innovation theatre is often viewed skeptically, it can still serve as a valuable tool if it aligns with strategic goals. For example, if used by leadership to signal commitment to innovation and to inspire employees, innovation theatre can be a stepping stone to a deeper, more substantive shift in corporate culture. A leader’s role here is critical. They must ensure that the visible signs of innovation—whether it’s a new tech acquisition, a partnership with startups, or a flashy corporate event—are accompanied by real, actionable goals. Without this follow-through, innovation theatre can fail to inspire lasting change and become just another corporate buzzword.
The session’s speaker shared a personal example from their time at Autodesk, where the company’s leadership used “showboating” to display their commitment to innovation. The CEO at the time showcased the company’s acquisition of a new team and the integration of their work into Autodesk’s operations. While the external displays of innovation were visible and bold, they were backed by action—such as aligning with company metrics and supporting the integration with KPIs. In this case, innovation theatre worked because it was aligned with real, measurable objectives.
Real-World Applications: From Corporate Labs to Startups
Moving from theory to practice, the session also explored real-world examples of companies working with startups to push innovation forward. The speaker detailed several examples, including their work at Techstars, where corporate partners like Barclays, Western Union, and Equinor engaged with startups through accelerator programs. Initially, these collaborations might have seemed like typical corporate theatre—partnerships meant to boost corporate images or “scout for new tech.” However, the speaker emphasized that these companies learned crucial lessons that allowed them to bring innovation in-house, even after their direct involvement with accelerators ended.
For instance, Equinor, a Norwegian oil and gas company, used its time at Techstars to identify new technologies related to alternative energy. Rather than ending their innovation push once their accelerator involvement ended, the company took what they learned and pivoted, creating internal teams to manage innovation and build new ventures from within. This example highlights that even if an innovation partnership doesn’t directly lead to a product or solution, the learning and cultural shifts within the company can still be incredibly valuable.
Similarly, Barclays developed a reputation for being highly startup-friendly, creating a transparent and efficient process for working with entrepreneurs. By publicizing their contracts, creating clear due diligence checklists, and running multiple case studies, Barclays demonstrated how transparency and alignment with startup cultures could lead to real, impactful collaborations.
Navigating the Corporate-Startup Divide
One of the most poignant aspects of the discussion focused on the often uneasy relationship between large corporations and startups. Startups tend to have a flexible, “yes-first” mentality, eager to take on new challenges and projects. In contrast, large corporations typically have rigid processes and a more cautious “no-until-we-have-to-say-yes” approach. This cultural divide can make working together challenging, but it also provides an opportunity for growth and innovation if handled correctly.
The session’s speaker advocated for an open, transparent approach from the outset of corporate-startup partnerships. Corporations should acknowledge their slow-moving processes and be upfront about the limitations they face when working with smaller, more agile companies. At the same time, startups need to be coached on how to navigate corporate structures and manage expectations. One of the speaker’s key roles at Cornell Tech is to coach startups on working with large corporations, helping them understand that innovation processes in the corporate world take time and patience.
The key to success in these relationships lies in being self-aware, transparent, and proactive. Both sides must communicate openly about timelines, processes, and goals. And crucially, both parties must be willing to align their cultures and expectations early on to ensure the partnership can thrive.
Driving Innovation from the Top Down
Ultimately, the success of any innovation initiative—whether it involves external theatre or internal labs—depends on leadership. Top executives must be actively involved in the process, signaling commitment and ensuring that resources are allocated appropriately. The speaker underscored that even in innovation labs like Cisco’s “Chill Lab,” where high-level executives gathered to discuss new business models, the lack of visible outcomes often resulted in little follow-through. Although leaders were aligned in principle, the lack of implementation meant that many ideas never saw the light of day.
To avoid this, corporations need to engage senior leaders early and continuously. These leaders should be part of the innovation process from start to finish, ensuring decisions are made quickly and that initiatives are aligned with broader company objectives.
Final Thoughts: Innovation is a Journey, Not a Destination
Innovation is a journey that requires ongoing commitment, both from leadership and employees. Innovation theatre, when done right, can be a powerful tool for signaling that the organization is serious about change. But it’s only effective when it’s part of a larger strategy that includes clear goals, tangible action, and buy-in from the right stakeholders. For corporations looking to embrace innovation, success lies in aligning with startups, breaking down internal silos, and, most importantly, ensuring leadership is committed to following through on their promises.
By being transparent, engaging the right people early, and fostering real, long-term relationships with external partners, companies can move beyond innovation theatre to achieve meaningful, sustainable change.