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Greg Satell and I have been talking about whether or not innovation needs a purpose. While we agree on many points, we can see two differing views on the question. I will argue that within an organisation, innovation does need a purpose.
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Contrary to popular opinion, strategy is not about turning uncertainty into certainty. Lots of bureaucratically inclined board members and corporate executives want and expect this to be the case. When reviewing strategies, you can hear them asking for proof that the strategy will be successful.
The reality is that strategy is about making choices under competition and uncertainty. No choice made today can make future uncertainty go away. The best that great strategy can do is shorten the odds of success.