Radical Innovation with Robyn Bolton
Radical Innovation: Building a Culture of Courage, Curiosity, and Change
In today’s fast-paced business landscape, innovation is a non-negotiable for staying relevant—but most companies still struggle to make it happen. Why? According to Robyn Bolton, corporate innovation expert and author of Unlocking Innovation, the problem isn’t ideas. It’s leadership.
Too often, organizations treat innovation like a trendy initiative rather than the long-term, deliberate practice it really is. And while “innovation” has become a buzzword, Bolton reminds us that real, radical innovation demands courage, intentionality, and a willingness to disrupt the status quo—not just generate ideas.
If you’re ready to push beyond surface-level brainstorming and actually create change in your business (or your life), it starts here.
The Leadership Problem Behind Innovation
When companies fail to innovate, the knee-jerk assumption is that they just didn’t have the right ideas. But Robyn Bolton challenges that belief: “It’s not an idea problem—it’s a leadership problem.”
This is a hard truth for many executives to swallow. Why? Because leadership tends to prioritize what Bolton calls the tyranny of now. Most business leaders are measured—and rewarded—on short-term metrics like quarterly profits and annual growth. But innovation doesn’t play by those rules. It’s long-term, messy, and often uncertain.
So what happens?
Leaders get excited about innovation, launch ambitious initiatives, and then slowly pull resources away when immediate challenges pop up. They put out today’s fires instead of building tomorrow’s solutions.
This reactive approach kills innovation before it ever has a chance to take root.
Breaking free of the tyranny of now requires a mindset shift: leaders must be willing to sacrifice short-term comfort for long-term impact. This means explicitly prioritizing innovation as a core business function—not a nice-to-have project.
The ABCs of Unlocking Innovation
In Unlocking Innovation, Bolton introduces her ABC framework—a practical approach to help companies cultivate true innovation.
A – Architecture:
This is the “businessy stuff”—processes, structures, strategy, and governance. While many companies obsess over the architecture (because it feels safe and familiar), Bolton cautions that it’s not enough. It’s necessary but insufficient.
B – Behaviors:
This is where real transformation begins. Leadership behaviors set the tone for innovation. Do leaders model curiosity? Do they create space for questioning and risk-taking? Do they actually listen when employees share new ideas? Without the right behaviors, the best processes will still fail.
C – Culture:
Culture is a lagging indicator. It doesn’t change because of a new mission statement or posters in the hallway. It shifts when people repeatedly observe new behaviors at every level of leadership. Over time, those actions build a culture that either fosters—or suffocates—innovation.
Bolton emphasizes that behavior is the driver. Leaders must model the courage to take calculated risks, the humility to ask for feedback, and the resilience to keep moving forward when things don’t go as planned.
Giving Permission to Think
One of the simplest yet most powerful things a leader can do? Give people permission to think.
We live in a world of back-to-back meetings, endless notifications, and constant urgency. When was the last time you (or your team) had uninterrupted time just to think?
Bolton argues that innovation often dies because employees don’t have the mental space to explore. And here’s the kicker—it doesn’t have to be complicated. Whether it’s 20% time for creative projects, quiet hours for deep work, or cross-functional brainstorming lunches, the point is to create room for ideas to surface.
And let people innovate in the ways that work best for them. Some thrive in freeform brainstorming. Others need to observe, research, or build quietly before sharing. True innovation happens when we respect and leverage those differences.
Escaping the Innovation Myths
One of the most damaging myths in business is the idea that everyone is an innovator.
While it’s true that everyone has the potential to innovate, not everyone wants to. And that’s okay. Bolton explains that successful innovation teams are often made up of what she calls “misfit toys”—the people who question norms, challenge assumptions, and sometimes annoy leadership with their persistent “why” questions.
High-potential employees who excel at operations may not be the right people for an innovation project. Instead of forcing them into roles they don’t want or need, leaders should focus on building balanced teams that include operators, creatives, and challengers—all working toward a shared goal.
Ready to take your leadership and innovation to the next level?
If you’re tired of being stuck in the “tyranny of now” and want to become the kind of leader who drives real change, join me in my It’s About Time Mastermind. Together, we’ll build the confidence, clarity, and strategies you need to lead with purpose.
👉 Click here to learn more and apply.
Building a Legacy of Innovation
At the heart of Bolton’s work is this challenge: what legacy do you want to leave?
For some leaders, it’s about building a stronger, more sustainable business. For others, it’s about creating opportunities for their teams to grow. And for a few, it’s about transforming their industry entirely.
Whatever your “why,” getting clear on it is essential. Innovation without purpose is just activity. Innovation with purpose can change everything.
Ask yourself:
Why do I want to innovate?
How does it align with my organization’s mission?
What am I willing—and unwilling—to do to bring it to life?
The answers may surprise you. But as Bolton points out, honesty about your why is far more powerful than trying to say what you “should.”
Conclusion: Innovation Starts With You
Innovation isn’t just about the next big idea. It’s about leadership. It’s about having the courage to step back from the day-to-day grind, create space for creativity, and commit to a bigger vision—even when it’s uncomfortable.
As Robyn Bolton reminds us, the real question isn’t whether your company has great ideas. It’s whether you have the courage to lead them to life.