GIMI Innovation Framework

The GIMI Organizational Assessment follows the GIMI Innovation Framework, focusing on your organization's innovation strategy, capacity, and discipline.

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. Purpose

1.2. Focus

1.3. Pipeline

Distinctive and transformative innovation purpose
Set direction and pace for innovation in the industry and beyond
Bold vision, mission, and goal for innovation
Widespread degree of ownership and empowerment among stakeholders
Innovation viewed as a purposeful and impactful activity

Constantly updated and refined focus areas based on market feedback
Proactive acquisition of new competencies and resources for future projects
Management of a balanced and risk-adjusted portfolio of projects for each focus area
Confidence in the value generated for the organization and its partners
Innovation viewed as a dynamic and adaptive activity

Dynamic innovation pipeline/portfolio
Diverse set of projects to meet organizational targets
Advanced methods and techniques utilized to manage and optimize the pipeline/portfolio
Pipeline/portfolio balanced with partners and ecosystem networks
Synergies and opportunities for collaboration and co-creation
Innovation viewed as a strategic and systemic activity

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, Teams, and Resources

2.3. Resources

Clear criteria for selecting and advancing ideas/projects communicated across the organization
Direction and guidance for effective and efficient project management
Multiple channels for launching and scaling up innovations
Customer-pull and market spread maximized
Continuous monitoring and evaluation of innovation process and performance
Innovation viewed as a scalable and sustainable process

Innovation teams develop external partnerships across the value chain
Partnerships provide access to new competences, resources, and assets
Organization reduces risk and cost while driving accelerated win-win results
Formal agreements and contracts establish clear roles and benefits for each partner
Measurement and improvement of partnership performance and impact
Innovation viewed as a strategic and systemic activity

Formal budget and inventory of innovation resources from the organization and key partners
Resources sourced from external ecosystems and leveraged to maximize innovation potential
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

3.2. Behaviors

3.3. Metrics

Leadership recognized as an innovation leader in the industry and beyond
Comfortable environment for top-down and bottom-up innovation
Wide range of leaders who discuss innovation and share best practices
Organization connected with external ecosystems for collaboration and co-creation
Continuous monitoring of market and societal trends
future opportunities and threats anticipated
Innovation seen as a way of life and a source of inspiration

Leaders create a safe environment for employees to innovate
Leaders encourage experimentation, learning from failures, and course correction
Coaching and mentoring foster a growth mindset and learning culture
Continuous monitoring of market and societal trends
Anticipate future opportunities and threats
Innovation seen as a way of life and a source of inspiration for everyone

Formal evaluation process to identify, reward, and recognize individuals and teams with outstanding innovation results
Involvement of multiple stakeholders for feedback and testimonials
Identification of best practices and lessons learned from innovation process and performance
Culture of excellence and continuous improvement for innovation
Innovation seen as a value and a culture

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