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# Strategic and tactical innovation management
- URL: https://www.pesec.no/strategic-and-tactical-innovation-management/
- Published: 2026-06-01T05:00:00.000Z
- Updated: 2026-06-01T06:34:53.000Z
- Description: On picking the right tools and metrics for the job.
- Author: Bruno Pešec
- Tags: Innovation, Strategy, Leadership

Different layers of the organisation have different [tasks](https://doi.org/10.1111/joms.12874?ref=pesec.no) when it comes to innovation. 

Executives worry about funding, returns, and strategy. Managers focus on orchestration, matchmaking, and collaboration. Front line generates, tests, and develops ideas.

Each layer requires different tools and [measures](https://www.pesec.no/27-innovation-metrics-you-must-measure/) to efficiently manage their work.

At the executive layer we ought to be measuring [portfolio](https://www.pesec.no/quickstart-innovation-portfolio-management/) of all innovation investments, keeping track of portfolio distribution, new product vitality index, efficiency of innovation investment, innovation profitability ratio, and similar. 

At the managerial layer we should be focused on measuring the innovation [funnel](https://www.pesec.no/know-thy-innovation-funnel/), looking at aggregate metrics such as number of ideas per stage, average cost indicators, average time spent per stage, average estimated value-to-cost ratio, and similar.

At the operational layer we have dual set of measures, one of the idea itself and one for the [team](https://www.pesec.no/quickstart-innovation-teams/) so we know we are on the right track. Risk-adjusted value-to-cost ratio and [AARRR](https://app.box.com/s/ya778xdiwdjfgccv11ishr034t7kpwsg?ref=pesec.no) are good example for the former, while learning velocity and time spent are fine examples of the latter.

A healthy innovation ecosystem will tend to all of the above, allowing everyone to meaningfully contribute to organsiation's innovation efforts.