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Levels of Innovation Maturity |
Level 1
Innovation Deficient |
Level 2
Innovation Structure |
Level 3
Innovation Processes |
Level 4
Innovation Standards |
Level 5
Innovation Optimized |
Level 6
Continuous Innovation |
|
Culture |
- Culture is risk-averse, overly stressful, lacking trust and closed to
new ideas
|
- Culture recognizes ideas but systems to move the ideas forward are
lacking
|
- Culture is risk-tolerant and new ideas are documented
|
- Culture encourages risk-taking and trust issues are confronted
|
- Culture encourages collaborative innovation efforts
|
- Culture encourages risk-taking, collaborative innovation efforts and
dedicated idea time
|
|
Leadership |
- Leaders focused on past performance and current initiatives only
|
- Leaders understand the difference between quality control efforts and
innovation
|
- Leaders appoint "Idea Champions" or serve on Idea Boards to organize
ideas and form business cases
- Senior leadership relies on middle management to communicate
innovation processes
|
- Leaders create and market targeted idea campaigns
- Senior leadership communicates innovation strategy and processes
|
- Chief Innovation Officer or similar innovation-related
leadership structure is appointed
|
- Leadership is actively engaged in innovation portfolio management,
culture maintenance and validating innovation / corporate strategy
alignment
|
|
People |
- People are viewed as productivity units, rather than idea sources
|
- People are encouraged to submit ideas
|
- People are encouraged to work with "Idea Champions" to jointly move
ideas forward
|
- People are encouraged to take calculated risks when problem solving
|
- People are encouraged to use work time to collaborate with others on ideas
|
- People are encouraged to use work time to generate and prototype new
ideas
|
|
Processes |
- Innovation-related processes not present
|
- Innovation-specific recognition and reward systems are established
|
- Idea management processes and related systems are established
|
- Goals related to innovation system are established
|
- Innovation program/portfolio system established
|
- Funding sources and management oversight separated from corporate
entity
|
|
Tools & Techniques |
- Innovation-related tools & techniques not present
|
- General idea submission systems are established to collect and store
ideas
|
- General idea campaigns are launched to harvest ideas, regardless of
the problem(s) to be solved
|
- Targeted idea campaigns are launched to solve specific problems
|
- Idea generation sessions are sponsored and facilitated
|
- Full spectrum of idea generation, creative problem solving and
innovation techniques are analyzed to match the problem to be solved
with the most
effective technique
|
|
Training |
- Innovation-related training not provided
|
- Employees and managers are introduced to creative problem solving and
innovation concepts
|
- Employees and managers are trained on idea generation techniques and
available processes
- Senior leaders and executives are offered creativity and innovation
training
|
- Advanced Innovation process training to employees and management
- Idea Champion training provided
|
- Advanced creative problem solving, idea generation and innovation
training provided to employees and management
- Idea generation session facilitator training program established
|
- Creative problem solving, idea generation and innovation training
provided to customers, vendors and all other outside idea sources
|
|
Facilities |
- Innovation-related facilities not present
|
- Collaborative supplies are provided in existing meeting rooms
|
- At least one dedicated collaboration room is provided and supplied
with necessary tools
|
- Dedicated Innovation/Idea Center established
|
- Off-site collaboration and discovery "field trips" encouraged
|
- Innovation "Center of Excellence" Established
|
|
Idea Capture |
- Ideas from employees, customers and other sources are not captured
|
- Employee ideas are captured by middle and front line management
|
- Customer and other third party ideas are captured
|
- Ideas, regardless of source, are captured using a variety of means
(personal, electronic, etc.)
|
- Centralized idea database or other storage system is established
|
- Idea database or storage is included in an overall idea/innovation
management software tool
|
|
Idea Management |
- Idea Management Systems not present
|
|
- Ideas are captured, logged and moved to "Idea Champion" for future
consideration
|
- Idea implementation systems established
|
- Idea quality control and feedback systems established
|
- Idea Management software tools are deployed to track and monitor idea
status through the process
|
|
Strategic Planning |
- Corporate strategic planning focuses on past performance, maintaining
status quo and protecting existing market share
|
- Ideas generated are not aligned with corporate strategy
|
- Ideas aligned with project or departmental strategy only
|
- Innovation portfolio system established to ensure ideas
are aligned to corporate strategy before implementation
|
- Strategic planning includes trend analysis, cash curve
analysis and open innovation sources
|
- Corporate strategic planning includes future farming, horizon
scanning, innovation portfolio management and innovation-related
performance metrics for senior leadership
|
|
Metrics |
- No established innovation-related metrics
|
- Number of Ideas Submitted
- Percentage of employees and managers with creativity & innovation
training
- Percentage of performance rewards linked to innovation activities
|
- Percentage of capital dollars invested in innovation efforts
- Idea Campaigns Launched
- Ratio of successful ideas to submitted ideas
- Number of new products launched
|
- Percentage of work time devoted to innovation efforts and idea
generation
- Percentage of employees with innovation-related performance goal
- Percentage of executive's time spent on strategic innovation vs.
day-to-day operations
|
- Percentage of incremental to radical innovations within portfolio
- Average time from idea submission to product/service launch
- Level of innovation program integration across business divisions
|
- Percentage of overall revenue derived from new products and/or
services
- Change in company market value or market share from new innovation
- Frequency that business model is re-evaluated
|
