All too often, board meetings are narrowly focused on the financials for last or next quarter; very few address the real risks the company faces through lack of innovation. If your firm is like most, a good deal of attention is devoted to product enhancement and line extension. But that isn't innovation.

Research and development teams address some of the issues, but more often than not, resources earmarked for research and development are driving incremental change and supporting legacy customers in the near term, or investigating speculative science and technology at least a decade away. The crucial period between three and seven years in the future is too often neglected.

LENS partners with boards and executive management to manage the innovation landscape, create forward-looking assets, optimize existing intellectual property, and reduce risk.

What are your hypotheses for the future? Not vague scenarios, but reasonable expectations based on the landscape of law, economics, networks, and science. What options have been laid out to capitalize on those expectations?

LENS provides a series of approaches to exploring and vetting these hypotheses; understanding the company's assets, whether people, technology, network or partners, or investment and R&D; and offering options to keep the firm ahead of the 10-year market change. One of these options is strategic venturing. Learn more.

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• Why LENS? We believe Innovation is at the nexus.
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