To balance innovation and optimization in your strategy, start by evaluating current processes and identifying areas that need immediate improvement or optimization to drive efficiency. Simultaneously, analyze market trends and consumer needs to spot opportunities for innovation that align with long-term goals. By balancing short-term gains with sustainable growth, you can prioritize efforts that deliver immediate impact while laying the groundwork for future success.

Focus on key goals and see where new ideas can add the most value. Improve existing processes without blocking creativity. Use data and team input to balance risks and benefits. Give priority to changes that boost efficiency while allowing room for innovation. Keep reviewing and adjusting to stay competitive.

I balance innovation and optimization by treating them as complementary forces, not competing priorities. I use a 70-20-10 framework: 70% of efforts focus on optimising core processes (in example, refining high-impact workflows, automating repetitive tasks). 20% explore incremental innovations (testing new tools, enhancing existing products). 10% pursue moonshot ideas (piloting disruptive concepts or entirely new markets). To prioritize, I tie efforts to customer pain points and business resilience. I measure success through metrics like efficiency gains (optimisation) and validated learning (innovation), ensuring both short-term results and long-term relevance.

I see optimisation and innovation as complementary forces that should be adjusted based on: 1. Business goals: Use them to determine whether growth or operational excellence is priority 2. Competition: If they are innovating rapidly - innovation should be priority. If the market is mature with thin margins, efficiency optimisation should be prioritised 3. High value + high feasibility initiatives should be considered -whether optimisation, or innovation 4. Leverage data: E.g.If analytics reveal declining customer engagement, I may innovate with a new digital experience rather than optimise existing touch-points 5. Resources: E.g.If budgets are constrained, I might favor low-risk optimisations with quick ROI rather than high-risk innovations

Optimization sustains, innovation disrupts—great strategies do both. The key is knowing when to refine and when to reinvent. Use constraints as a trigger – Tesla optimized battery efficiency until market demand forced a leap into innovation: gigafactories. Let failures dictate focus – Netflix optimized DVD rentals until digital disruption forced a pivot to streaming—a move that redefined entertainment. Balance risk with speed – Google experiments with moonshot projects (Waymo, DeepMind) but keeps core search and ads running flawlessly. Refinement and reinvention should work in parallel, not against each other.