Embedded Files
The organization lacks a clear innovation strategy
The organization lacks a clear innovation strategy
Not GIMI Rated: The organization lacks a defined innovation purpose, vision, mission, and goal. Innovation is not considered important or relevant, resulting in a lack of alignment and coordination among initiatives. Innovation is viewed as random and optional, without a clear focus or direction. There is no structured innovation pipeline or portfolio, with projects managed ad-hoc and isolated within different departments. There is a lack of visibility, oversight, and coordination among innovation projects, leading to a perception of chaos and fragmentation.
1.1. Innovation Intent
1.1. Innovation Intent
1.2. Focus Area
1.2. Focus Area
1.3. Portfolio Management
1.3. Portfolio Management
No Purpose:
The organization has no innovation purpose or reason.
Innovation is not considered important or relevant by the business unit or function.
There is no vision, mission, or goal for innovation.
There is no alignment or coordination among different innovation initiatives or projects.
Innovation is seen as a random and optional activity
No Focus:
The organization has no focus area for innovation.
There is no clear direction or guidance for where to invest or allocate the innovation resources or activities.
The organization pursues any and all innovation opportunities or challenges without a clear rationale or criteria.
Innovation is seen as a scattered and unfocused activity
No Pipeline/Portfolio:
The organization has no innovation pipeline or portfolio.
Innovation projects are managed in an ad-hoc manner and are siloed within different functions or departments.
There is no visibility or oversight of the innovation activities or outcomes.
There is no alignment or coordination among different innovation projects or initiatives.
Innovation is seen as a chaotic and fragmented activity
This organization has little to no innovation capacity
Level 0 Not GIMI Rated: The organization lacks a defined concept-to-commercialization process for innovation, resulting in a lack of systematic and consistent approaches to source, evaluate, prioritize, develop, and execute new ideas. Innovation activities are ad hoc and opportunistic, without alignment to strategic objectives or customer needs. Collaboration within innovation teams is limited to members from a single function, lacking diversity of skills and perspectives, and there is no engagement with external entities or stakeholders. Additionally, the organization lacks a budget and resources for innovation, relying on external funding and donations. Innovation is perceived as a costly and risky activity.
2.1. Process
2.1. Process
2.2. People & Partners
2.2. People & Partners
2.3. Resources
2.3. Resources
No Process:
The organization has no concept-to-commercialization process for innovation.
There is no systematic or consistent way to source, generate, evaluate, prioritize, develop, and execute new ideas.
The organization relies on ad hoc and opportunistic innovation activities that are not aligned with the strategic objectives or customer needs.
Innovation is seen as a random and unpredictable phenomenon
No Teaming and Partnering:
Innovation teams are composed of members from a single function with no collaboration beyond this function.
There is no diversity or complementarity of skills, knowledge, or perspectives in the teams.
There is no interaction or engagement with external entities or stakeholders.
Innovation is seen as a siloed and isolated activity
No Resources:
The organization has no budget or resources for innovation.
There is no investment or support for innovation activities or projects.
The organization relies on external funding or donations to pursue innovation opportunities or challenges.
Innovation is seen as a costly and risky activity
The organization is not committed to innovation
Level 0 Not GIMI Rated: The organization's leadership lacks commitment to innovation, with no clear vision, strategy, or goals in place. There is a lack of innovation culture, resulting in a failure to reward or recognize innovative efforts. Employees are risk-averse and prefer to stick to the status quo, while communication and collaboration across functions or departments is lacking. The organization lacks innovation metrics, data, and evidence to support and validate innovation efforts, leading to a lack of feedback, learning, accountability, and transparency. Innovation is perceived as intangible and subjective.
3.1. Leadership & Governance
3.1. Leadership & Governance
3.2. Culture
3.2. Culture
3.3. Metrics
3.3. Metrics
No Commitment:
The leadership does not believe in innovation or see it as a strategic priority.
There is no clear vision, strategy, or goals for innovation.
The organization lacks a culture of innovation and does not reward or recognize innovative efforts.
There is no structure, process, or resources for innovation.
Innovation is seen as risky, costly, and disruptive.
No Culture:
Employees are unwilling to work on ambiguous or uncertain initiatives.
They prefer to follow the status quo and avoid taking risks or challenging assumptions.
The organization does not value or reward innovation or creativity.
There is no communication or collaboration among different functions or departments.
Innovation is seen as a threat or a distraction.
No Measurement:
The organization has no innovation metrics or indicators.
There is no data or evidence to support or validate the innovation efforts or outcomes.
There is no feedback or learning from the innovation process or performance.
There is no accountability or transparency for innovation results.
Innovation is seen as an intangible and subjective concept.
The organization is not committed to creating and capturing value
Level 0 Not GIMI Rated: The organization hasn't yet developed a robust process for refining and optimizing the value propositions of its innovative ideas. It lacks a systematic approach to ensuring that the value offered by its innovations aligns well with customer needs and market trends. The organization is yet to fully develop sophisticated strategies for monetizing its innovative products or services. Pricing models, revenue streams, and profit projections aren't fully articulated at this level. Innovation is not yet recognized as a driver for generating growth.
4.1. Create Value
4.1. Create Value
4.2. Capture Value
4.2. Capture Value
No creation:
The organization's efforts to create new value for stakeholders are virtually non-existent
There is no recognition of the importance of stakeholders in value creation, and the organization operates solely for internal purposes
Innovation is not viewed as a strategic way to generate new value
No capture:
The organization lacks a clear understanding of capturing value through innovation, extending beyond basic revenue generation
There is no systematic approach to capturing value beyond immediate transactions
Revenue growth, profitability, and other value capture metrics are not actively considered or pursued
Innovation is not yet recognized as a driver for generating growth
Page updated
Report abuse