GIMI Innovation Framework

Explore the High-Performance Innovation Framework

The Organizational Innovation Assessment follows the high-performance innovation framework of GIMI, which focuses on three core competencies: Strategy, Capacity, Discipline, and Innovation Performance in order to build and realize innovation capability and the corresponding results.

1. Strategy

A leading organization has a distinctive and transformative innovation purpose or reason. This organization sets the direction and pace for innovation in its industry and beyond. There is a bold vision, mission, and goal for innovation that are visionary and aspirational. There is a widespread degree of ownership and empowerment among different stakeholders, who co-create and co-deliver the innovation outcomes. Innovation is seen as a purposeful and impactful activity.

1.1. Innovation Intent

1.2. Focus Area

1.3. Portfolio Management

Distinctive and transformative innovation purpose, providing clear direction
Bold vision, mission, and impactful goals for innovation
Widespread ownership and empowerment among stakeholders
Innovation viewed as a scalable and sustainable process

Constantly updated focus areas driven by market feedback
Proactive acquisition of new resources for future projects
Balanced and risk-adjusted project portfolio for each focus area
Innovation viewed as a strategic and systemic activity

Diverse projects aligned with organizational targets
Advanced methods for pipeline/portfolio management and optimization
Balanced pipeline/portfolio with partners and ecosystem networks
Innovation viewed as a strategic and systemic activity

2. Capacity

A leading organization has well-defined and communicated criteria for selecting and advancing ideas/projects, guiding effective execution and scalability. They explore multiple channels for launching and scaling innovations to maximize market reach. Continuous monitoring and evaluation drive process improvements. Innovation teams establish external partnerships, leveraging new competences and resources to drive accelerated and mutually beneficial outcomes. Formal agreements and clear roles ensure successful co-creation with partners. The organization maintains a formal budget and an inventory of resources from various stakeholders, optimizing their utilization and sharing for collaborative innovation. Innovation is viewed as a strategic, systemic, and value-creating activity.

2.1. Process

2.2. People and Partners

2.3. Resources

Clear criteria for ideas and projects communicated across the organization
Multiple channels maximize customer-pull and market spread
Continuous monitoring of innovation process and performance
Innovation viewed as a scalable and sustainable process

Innovative teams develop external partnerships across the value chain
Reduced risk and cost, while driving accelerated win-win results, with formal partnership agreements
Frequent measurement and improvement of partnership performance and impact
Innovation viewed as a strategic and systemic activity

Formal budget and inventory of innovation resources
External resources from outside ecosystems leveraged to maximize innovation potential
Diverse resources shared and exchanged with partners to foster collaboration and co-creation
Innovation viewed as a value-creating activity

3. Discipline

The organization is recognized as an innovation leader, with leadership promoting a culture of innovation and sharing best practices, fostering collaboration with external partners and continuously monitoring market trends. Leaders create a safe environment for employees to experiment and learn, providing coaching and mentoring. The organization has a formal evaluation process that rewards and recognizes innovation results, driving a culture of excellence and continuous improvement. Innovation is viewed as a way of life and a source of inspiration for everyone, valued as both a culture and an asset.

3.1. Leadership & Governance

3.2. Culture

3.3. Metrics

Industry-recognized Innovation Leadership
Supportive environment for Top-down and Bottom-up innovation
Broad network of leaders exchanging best practices and collaborating externally
Innovation seen as a source of inspiration

Safe environment for employee innovation fostered by leaders
Constant encouragement of experimentation, learning from failures, and course correction
Thorough coaching and mentoring promote a growth mindset and learning culture
Innovation seen as a way of life

Formal evaluation process to recognize and reward innovation results
Multiple stakeholders involved in feedback and testimonials
Best practices in innovation process and performance identified
Innovation seen as a value and a culture

4. Performance

Leading organizations excel in both creating and effectively capturing value. These organizations transform innovative potential into tangible benefits, resulting in outcomes such as revenue growth, enhanced profitability, expanded market share, and increased customer loyalty. They accomplish this through innovative technologies, patents, and industry recognition, demonstrating their commitment to capturing value through market share growth, higher profitability from premium pricing, increased revenue, and strong customer relationships. As a result, they secure leadership positions within their industries.

4.1. Create Value

4.2. Capture Value

Creating bigger, better, and bolder innovations
Generating highly differentiated value for stakeholders
Setting industry standards for value creation.
Innovation seen as the creation of value for the organization and beyond

Excelling in capturing value fast and cheap
Promptly driving growth, profitability, and innovation monetization
Skillfully balancing speed and effectiveness in value capture
Innovation seen as a means for organizational growth

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