I treat innovation and daily operations like two kids who both want attention—I give each their time, set boundaries, and occasionally bribe one with cookies (aka quick wins). The key is carving out space for creativity without dropping the business-as-usual ball, while making steady, incremental improvements toward a clear, measured goal.

Balancing daily operations & innovation is a key challenge, especially in retail. A practical approach is the "30/70" allocation: dedicate roughly 30% of resources (time, personnel) to innovation, while allocating 70% to operations. This ratio should be flexible, adapting to factors like cash flow or business stability. Prioritize innovation projects delivering quick wins within 6-12 months, building momentum, rather than solely focusing on long-term, uncertain roadmaps. Leveraging automation and data analysis are vital components of this balance. Furthermore, seeking expert guidance is crucial for resource allocation.

Balancing innovation with daily operations requires a strategic approach that prioritizes both creativity and efficiency. 🌟 Establishing clear goals for innovation while streamlining routine processes ensures neither is compromised. 📊 Encouraging cross-functional collaboration fosters fresh ideas while maintaining operational stability. 🤝 Regularly evaluating progress allows you to adapt and refine strategies for sustainable growth. 🚀

In my experience, this is not an easy task and requires intentional prioritization. I follow a 70-20-10 approach—70% on core operational tasks, 20% on process and workflow improvements, and 10% on disruptive innovation. Embedding innovation into daily workflows, and leveraging AI for automation help free up time for strategic thinking. When the teams witness this firsthand, it generates interest and enthusiasm to be more innovative. Leadership plays a crucial role in setting the right mindset—viewing innovation not as an extra task but as a way to enhance efficiency.

Businesses often get trapped in the daily grind, leaving no room for growth. But long-term success comes from balancing working in the business with working on it. Use the Eisenhower Matrix to prioritize what truly matters, and block time for strategic tasks. Follow the E-Myth principle: systematize daily work so you can delegate, freeing up headspace to lead and innovate. Finally, think in Three Horizons—run today’s core business (H1), build new capabilities (H2), and explore future opportunities (H3). Don’t aim for perfect balance every day, but commit to momentum every week. That’s how you grow without burning out.