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  "documentTitle": "Innovation Matters Report",
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      "text": "In many organisations the one individual whose involvement would guarantee that innovation is prioritised - the CEO - is not leading from the front.",
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      "text": "50% do not believe their leaders fully display the vision and passion needed to make innovation happen.",
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      "text": "It is tougher than ever to lead in this environment. This is especially true when you have to make decisions on technology that is not fully developed, or that you do not fully understand or use; if your competition is a company that did not exist a year ago; or in the context of an industry that is transforming out of all recognition.",
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      "text": "Innovation takes great leadership. Yet we live in a time when many senior executives feel increasingly disconnected with the technological changes driving so much business and societal change.",
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      "text": "We tell employees that we want to be a company that continuously innovates. It cannot end. It has got to be in everything we do, which means that some of the things we are going to do are not going to work - and that is okay.",
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      "text": "Failure is not a problem. Failure can lead you to a better solution as long as it is not repeated, so we do not punish people if they have been trying to be innovative. We reward the attempt, and learn from it. We think we are very good stewards of the money that we have been given and that we can be even better stewards by being more innovative.",
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      "text": "You can have the greatest idea in the world, but if the person leading the company does not have the vision to see it, then it just is not going to happen.",
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      "text": "You can have the greatest idea in the world, but if the person leading the company does not have the vision to see it, then it just is not going to happen. — Jaimie Fuller, Executive Chairman, Skins",
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