Innovation Audit

Name *

First Name

Last Name

Innovation Strategy: Why *

The Case for Change determines your organizational imperative to innovate.

0 - Innovation is not considered important

2 - Innovation is defined and considered important

4 - Innovation is part of the company strategy

6 - Stretch targets & timing for innovation have been explicitly defined

8 - Investment profile for types of innovation projects has been defined

10 - Targets and investment profile is communicated and there is broad commitment and alignment across the organization

Innovation Strategy: Where *

Fields of Play are the "buckets" of innovation activity

0 - There is no focus area for innovation or ideas

2 - We have an idea or concept that we are pursuing it

4 - We have multiple ideas however this is no particular focus

6 - We have multiple idea in a focused area that is tied to our strategy

8 - We have multiple committed resources to build and manage the focus areas

10 - We are confident that our focus areas can survive different scenarios and are sufficient to meet our innovation targets

Innovation Strategy: When *

The Innovation Pipeline can help determine what and when you direct innovation activity and resources.

0 - We do not have a portfolio of concepts

2 - We have a portfolio of concepts and projects (Innovation Portfolio)

4 - We have a healthy mix of concepts that match the investment profile

6 - The concepts are prioritized and time sequenced (Innovation Pipeline)

8 - The innovation pipeline is agile because we accelerate and decelerate projects smartly through resource allocation

10 - We have resources managing the Innovation Pipeline and we are confident that we can meet our growth targets

Innovation Capacity: Process *

Innovation Process and Portfolio Management build sustainability and deliver results

0 - No process exists or at best it is a stage gate product development process

2 - Some parts of the Concept to Customer process exists

4 - A seamless and integrated process exists

6 - Intelligence, insights and ideas are collected from wide range of sources within and beyond the organization

8 - Different project pathways exists for Just-do-it, product development to platform investments and venturing concepts

10 - Multiple channels are considered to maximize market and customer pull for rapid scale up commercialization for innovation projects

Innovation Capacity: People & Partners *

The people and partners in your organization and network are the fuel for a high performing innovation team

0 - There is no need for collaboration; we can do everything ourselves

2 - Some cross-functional project teams and arms-length contract relationships with external players

4 - Some well-trained cross functional and cross business teams whose membership includes members from outside the organization

6 - Individuals on teams are well networked and connected to the competencies, resources and assets needed for success

8 - External partnerships are often used to drive accelerated win-win successes

10 - Teams, networks, and partnerships are proactively managed and measured to drive the right collaboration to win

Innovation Capacity: Resources *

Innovation requires a dedicated budget to execute on projects and increase velocity

0 - There is only a financial or budgetary balance sheet

2 - People, physical assets and capital to help drive innovation has been identified

4 - These innovation resources do not compete or put at risk budgets needed for the current business

6 - Intangible assets like brand, technology, production, IP and relational assets are also included as innovation resources

8 - Partners are identified and their resources are included as part of our innovation resources

10 - This innovation resource list is managed and optimized for optimal leverage and returns

Innovation Discipline: Leadership *

Innovation requires engaged and committed Leadership

0 - Our leadership does not believe in Innovation

2 - Some individuals are committed to business innovation but have limited responsibilities

4 - There is clear commitment to Innovation at the organizational level and accountability for driving business innovation success

6 - Leadership is both individual- and team-based across multiple functional organizations and BUs

8 - Business innovation leadership promotes a comfortable innovation environment; leadership is both top down and bottom up with a wide range of Business Innovation leaders

10 - Business Innovation leadership is rich, broad and dynamic - able to drive commitment and accountability across the extended enterprise

Innovation Discipline: Culture *

A culture that supports entrepreneurial behaviours and a culture of experimentation will improve innovation performance

0 - We are risk-averse

2 - There are few small innovation projects and teams scattered across the organization

4 - There is time and space allocated for innovation but only few people take advantage of this

6 - People take advantage of the time and space allocated for innovation and collaborate across functions and the organization

8 - Leaders encourage Innovators to experiment and provide support to continue projects across business cycles

10 - Metrics and accountabilities exist for innovation

Innovation Discipline: Metrics *

Innovation is the discovery and capture of value. Metrics help us to define and measure success

0 - We don’t have innovation metrics or scorecards

2 - We have R&D metrics that measures our inputs and activities

4 - Metrics are linked to Innovation targets for individuals

6 - Metrics are tied to both reward and recognition

8 - Regular performance evaluation and reward and recognition is given to individuals

10 - Regular performance evaluation and reward and recognition for individuals and teams