Innovation Maturity Model

Why do we need Innovation Maturity Models?  In order to change an organization (including making it more innovative), we need to know where we are and where we want to get to and then how are we going to get there.  Without a real quantitative piecemeal assessment framework, analysis and subsequent planning tends towards anecdotal and subjective.  Even if the information collected in the analysis is subjective, the framework allows us to contextualize and validate the information.  Change is rarely a one step process and so a ladder of capability platforms is necessary to build an effective plan.

What must the model have?  It must have two axes:  a catalog of necessary skills / attributes / behaviors / capabilities and a ranking scale to allow us to measure these (the frame of reference can be absolute, relative to others, e.g. competitors, to allow benchmarking, or can be set relative to an internal origin  – as long as it is agreed and fixed).  The Capability Maturity Model developed by the Software Engineering Institute (SEI) many years ago is a perfectly good one

What’s already out there?  There have been a number of attempts to build an Innovation Maturity Model, each with different versions of their own axes, e.g.

David Straker, Creating Minds
1: Suppressed    2: Enabled    3: Encouraged    4: Educated    5: Enlightened
Cesati (c/o Telektronikk) – ~Excellence
1: Informal Management    2: Functional ~    3: Project ~    4: Portfolio ~     5: Collaborative Devel’t ~
The Agile Manager – ~innovation
-1: inhibits ~      1: neutral to ~    2:  engenders ~    3:  fully aligned with ~
Think for a change:
1: Deficient    2: Structure    3: Processes    4: Standards    5: Optimized    6:Continuous
Innovating to Win blog ~innovation
1: Accidental ~    2: Situational ~    3: Repeatable ~    4: High-Performance ~
Think Differently ~innovation
1: Ad-hoc     2: Localized ~    3: Generalized ~    4: Continuous managed ~
Patel et al, Infologic:
0: Incomplete    1: Initial    2: Managed    3: Defined    4: Quantitatively Managed    5: Optimizing

and even more examples more recently (e.g. there’s a 200 page PhD thesis  here!).

What do we propose? Based upon the SPROC model, we use the following IMM for our assessments.  Is it better that the others?  Not necessarily, it;s just different.  it doesn’t really matter, which is better as long as the model allows us to get an accurate assessment of where a company is, and where it needs to be.  Since the SPROC model is the one we use as a framework for innovation capability, it is most useful to have an IMM in the same framework.

  • Imperative, Direction, Alignment, Tracking
  • Valuation, Portfolios, Project Metrics
  • Funding, Business (Innovation) Metrics, Communicating to the Street
  • Front End, Opportunity Discovery, Creativity, Gating, Filtering, Selection
  • Knowledge sharing, Idea capture, Idea banks, IT systems, IP
  • Quality systems, Reviews, Continuous Improvement
  • People, Team building, Profiling, Self awareness, Right person – right job
  • Work spaces, Environment
  • Skill base, Technology base, Assets & Capabilities, IP, Common Language
  • Outsourcing, Glocalization, Off-shoring, Right group – right job
  • Project management, Responsibility & Authority
  • Core vs. distributed, isolated, spin in/out
  • Incentivization, Metrics, Rewards & Recognition
  • BU interactions, T shaped Managers, Internal Networks, Open Innovation
  • Motivation, Risk tolerance / reaction
  • Collaboration, Openness, Win-win
  • Leadership, Inspiration, Direction





3 Comments for this entry

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