Our Innovation Point of View

We Can Help You Solve Your Innovation Challenges

For over 50 years, RTI Innovation Advisors has helped global organizations solve complex innovation challenges.  We’ve worked with NASA and federal agencies, and Fortune 500 companies such as Whirlpool and Kimberly Clark. We've developed innovation programs and ecosystems for non-profits like the Bill and Melinda Gates Foundation. And we've worked internationally with governments, companies, and non-profits in Southeast Asia, Europe, the Middle East and Latin America.

We Know What Makes Innovation Work

We help clients build the skills and judgment they need to choose the right approaches to and frameworks for innovating and apply them at the right time.

We’ve seen processes come and go, and we’ve seen industry practices change the way most organizations innovate—permanently. We’re not swayed by the latest technique, and we don't believe there’s only one way to innovate or a magic bullet.

What We Believe

Every engagement with us reflects our perspective on what our clients need most, where they must place their emphasis, and how they should do the work.  We can pare down our 50 years of innovation to these imperatives, which guide our approach.


We’re your trusted partner at any stage of your innovation journey. We can help you deliver actionable insights, build your team’s capacity to innovate and streamline your path to market.


Your organization’s innovation or research and development function and each of its products need to align with and reflect your business strategy or mission.


Teams drive innovation, and successful teams bring together diverse stakeholders from different levels and functions in the organization. Cross-functional input is important for every initiative and concept to ensure different perspectives are represented.


Innovation starts with people. Don’t overemphasize processes, frameworks, and tools at the expense of building skills, mindsets, and capabilities of individuals and teams.


You should be able to communicate upward to get executive buy-in and investment and downward to maintain fidelity in implementation.


Learning cycles need to be driven by market, user, and technology insights. While your organization may be strongest in or led by one insight, it's important to have a line of sight to all three and be able to communicate, coordinate, and collaborate across the internal functions that have the greatest direct exposure to the areas of insight.


It is important that organizations are permeable to outside insights and enablers. Gather these perspectives and influences, synthesize and absorb them, and help the organization act on them.


Teams need to adopt a learning mindset and learning cycles to innovate. The learning mindset—one of constant growth and discovery—is different from the execution mindset, and your learning cycles must be rapid, iterative, and disciplined.


It is important that you and your innovation team—and not your consultants—are recognized for the value you bring to the organization. Choose partners who work in the background to help you clarify your next steps, achieve your goals, and elevate your team.

We ask the right questions to deliver what you need, bring discipline to your process and help you see where to go next.