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Welcome to Innovation+ Talks. Each week our host, Paul Heller talks at the executive level about how strategic innovation and new product development are essential for thriving in the modern marketplace. Paul is regularly joined by top executives and cross-industry thought leaders who share their unique insights and key learnings garnered from decades of experience.

Jul 19, 2021

Failure in resource planning is a controversial topic. Resource planning takes place by taking measurable and quantifiable facts—such as the time it takes one person to complete a task—and dividing them into the required output to determine the resources needed. It is relatively straightforward and can be calculated. Resource planning is a common practice; however, it hardly needs to be utilized for innovation.

In today’s episode, I share my thoughts and observations on composed failures in resource planning. I discuss how the lack of fixed variables in innovation and the changing nature of technology, market segments, and people working prevent the creation of an accurate, referable history. I discuss whether companies should estimate future resource needs when they are often based on rough estimations. I also highlight the issues with planning on a personal level in innovation and product creation roles.

“We are guessing a lot when we are thinking about resources in innovation types of work.” - Paul Heller

This week on Innovation Talks:

  • How resource planning for innovation differs from resource planning for regular work
  • How the lack of precision and unknown variables in innovative roles hinders accurate planning and scheduling
  • Why you shouldn’t focus on planning on a personal level
  • Why you should only create future statements of resource needs for critical resources and skills
  • How managing resources en masse can be the solution for innovation-led projects
  • Why attempting to be too precise will ultimately lead to failure

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