Since 2002, MIT's Deshpande Center has worked steadily to transform markets and transform lives with everything from better batteries to better cancer treatments. It has spun out 28 startup companies worth over $400 million in that time, all of them pushing cutting edge technologies from the fringes of academia into the mainstream market. It is where good ideas are born and where they are groomed for the world.
In the process of this work, Executive Director Leon Sandler has learned a few things about innovation and making innovation hubs like the NNMI projects work.
Pulling from that experience, he has five key pieces of advice for the new innovators entering the field – advice critical for innovation success in NNMI projects or your own R&D centers.
leon sandler, Executive Director, Deshpande Center for Technological Innovation, MIT
"The big innovation stuff takes a long time; the really tough stuff doesn't happen easily." - Leon Sandler Executive Director, Deshpande Center for Technological Innovation Massachusetts Institute of Technology

1. Expect to Fail
"Part of innovation is trying new things. If these innovation hubs are themselves innovative – which they should be – you would not expect them all to work. You would expect there to be failures. You expect along the way people would learn what works well, what doesn't work well, how they need to be restructured.
"That's the thing: Don't expect that everything will turn out really well. It will be a learning experience."
2. Choose Your Leaders Carefully
"Whether these projects will succeed or fail will come down to execution and leadership – to who is running them and if they able to execute properly.
So, If you're trying to make a go of this, the first thing you need to do is hire very, very good people in your organization that are going to run it.
It starts with the leadership – a the leadership and then the team below the leadership. You need highly competent people – very competent and innovative people.
3. Empower Experts
"You really want to allow the people running the hubs and the people below them to be able to make decisions. "The minute you tie this up in a bureaucratic decision-making system where everything needs to be moved up to higher and higher levels, you're going to make the wrong decisions.
"There's often a level of feel and judgment that goes into this stuff. You cannot do it all just by mechanical ranging and scoring. So decisions need to be made on the level where people have really deep knowledge about whatever that decision is."
4. Think Long-Term
"If you want to measure progress in innovation, you have to have a very, very long time scale – way longer than any politician's time scale. You need to be thinking 10-20 years before you measure anything.
"If you start measuring short term, you'll change the behavior and you'll never get the big innovations, just those that can be accomplished quickly.
"The big innovation stuff takes a long time; the really tough stuff doesn't happen easily."
5. Value People over Technology
"The interesting thing is, this stuff is actually not about technology. It's about people and it's about relationships. It's about people working together, communicating, exchanging ideas. That's how this stuff will happen.
"Yes, you need the labs and you need the very expensive equipment and all that. But it comes down to having people work together to make this happen. That is the essential element for success."

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