Level Two - Innovation Management Master

Intermediate Purpose: 

• The organization has a clear and relevant innovation purpose or reason

• Innovation is embedded in key growth imperatives within the business strategy

• There is a clear vision, mission, and goal for innovation that are specific and measurable

• There is a high degree of alignment and coordination among different innovation initiatives and projects that are consistent and integrated

• Innovation is seen as a necessary and strategic activity

Intermediate Focus: 

• The organization has multiple focus areas for innovation that leverage its capabilities and have the potential to generate significant new business opportunities for the future

• These focus areas are based on some market research and analysis, but they are not validated or tested with the customers or stakeholders

• The organization has some clarity and alignment on the innovation objectives and priorities

• Innovation is seen as a proactive and exploratory activity

Intermediate Pipeline/Portfolio: 

• The organization has an intermediate innovation pipeline or portfolio

• The innovation portfolio encompasses new products, services, processes, technologies, channels, and/or business models

• These innovations are aligned with the strategic objectives and customer needs

• The organization has some criteria and metrics to evaluate and prioritize the innovation projects or initiatives, but they are not consistent or transparent

• The organization has some processes and tools to manage and monitor the innovation pipeline or portfolio, but they are not efficient or effective

• Innovation is seen as a diverse and relevant activity

Intermediate Process: 

• The organization has a structured innovation process with specific phases to source insights, and generate, evaluate, prioritize, develop, and execute new ideas within the organization

• This process is well-defined and documented.

•  It is widely adopted and followed by different functions and departments

• It is supported by adequate tools and resources

• Innovation is seen as a cyclical and iterative process

Intermediate Teaming and Partnering: 

• Innovation teams are well trained on innovation tools and methods, and work with multidisciplinary teams from both inside and outside the organization

• There is a high degree of diversity and complementarity of skills, knowledge, and perspectives in the teams, and they are well integrated and leveraged

• There is a high degree of interaction and engagement with external entities or stakeholders, and they are well aligned and coordinated

• Innovation is seen as a relational and collaborative activity

Intermediate Resources: 

• The organization has a dedicated budget and adequate resources for innovation activities, projects, and specific objectives

• These resources are sufficient and adequate to meet the innovation needs and goals

• They are consistent and predictable

• They are allocated and distributed in a transparent and fair way

• Innovation is seen as a must-have activity

Organizational Commitment: 

• The leadership has a clear vision, strategy, and goals for innovation and communicates them to the organization

• There is a structure within the organization with roles, responsibilities, and targets for individuals to build innovation capacity and drive innovation results

• The organization has a formal process and methodology for managing innovation projects and portfolios

• The organization has a culture of innovation that encourages creativity, collaboration, experimentation, and learning

• Innovation is seen as a core competency and a competitive advantage

Organizational Culture: 

• There is an innovation agenda embedded in the regular activities of key innovation leaders, but it is optional for the rest of the employees

• There are some guidelines and best practices for managing innovation projects and portfolios, but they are not widely adopted or enforced

• There are some incentives and recognition for innovation efforts, but they are not consistent or transparent

• Innovation is seen as a core competency and a competitive advantage

Intermediate Measurement: 

• The organization measures individual innovation activities, outputs, and results through specific metrics, such as the time to market, the customer satisfaction, the revenue growth, the cost reduction, etc

• These metrics are aligned with the strategic objectives and customer needs

• They are consistent and comparable across different functions and departments

• They are communicated and reported to the relevant stakeholders

• Innovation is seen as a result or an outcome

Creation Commitment:

• The organization actively pursues strategies to create new value for stakeholders

• Cross-functional teams are formed to consider stakeholder needs and perspectives, leading to improvements in products, services, or processes

• Stakeholders are engaged at various touch points along the value chain, resulting in more integrated and collaborative efforts

• Innovation is seen as a guiding principle to create new value for stakeholders

Capture Commitment:

• The organization demonstrates an awareness of various aspects of value capture, including revenue growth, profitability, market share, and customer loyalty

• Efforts are made to integrate these factors into decision-making processes, leading to more holistic value capture strategies

• Innovation premiums hold a degree of relevance to the organization’s financial growth

• Innovation is seen as a cornerstone