Level Four - Innovation Leadership Master

Innovation Purpose Leader: The organization has a distinctive and transformative innovation purpose or reason. The 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.

Innovation Focus Leader: The organization has focus areas that are constantly updated and refined based on the market feedback and learning. The organization proactively acquires new competencies and resources that are critical for the success of future projects in these focus areas. The organization also manages a balanced and risk-adjusted portfolio of projects for each focus area, providing confidence about the value that could be generated for the organization and its partners. Innovation is seen as a dynamic and adaptive activity.

Innovation Pipeline/Portfolio Leader: The organization has a dynamic innovation pipeline or portfolio. The portfolio has a diverse set of projects to meet a range of organizational targets regarding time horizons, differentiation, barriers to entry, and impact. The organization uses advanced methods and techniques to manage and optimize the innovation pipeline or portfolio, such as risk-adjusted net present value and option value. The organization also balances its own innovation pipeline or portfolio with those of its partners and networks in the ecosystem, creating synergies and opportunities for collaboration and co-creation. Innovation is seen as a strategic and systemic activity.

Innovation Process Leader: The organization has a clear criteria for selecting and advancing ideas/projects that are defined and communicated across the organization. These criteria provide direction and guidance for teams and partners to manage and execute innovation projects effectively and efficiently. The organization also considers multiple channels for launching and scaling up the innovations to maximize customer-pull and market spread. The organization continuously monitors and evaluates the innovation process and performance and implements best practices and improvements. Innovation is seen as a scalable and sustainable process.

Innovation Teaming and Partnering Leader: Innovation teams develop external partnerships across the value chain to formally access new competences, resources, and assets, thereby reducing risk and cost, and driving accelerated win-win results. They use formal agreements and contracts to establish clear roles, responsibilities, expectations, and benefits for each partner. They co-create value propositions and solutions with their partners. They measure and improve their partnership performance and impact. Innovation is seen as a strategic and systemic activity.

Innovation Resources Leader: The organization has a formal budget and an inventory of tangible and intangible resources from across the organization and key partners for innovation. These resources include those from the external ecosystem of customers, suppliers, competitors, academia, government, etc. These resources are well documented and managed. They are leveraged and optimized to maximize the innovation potential and impact. They are also shared and exchanged with the partners to foster collaboration and co-creation. Innovation is seen as a value-creating activity.

Innovation Leader: The leadership is recognized as an innovation leader in its industry and beyond. The leadership promotes a comfortable, top-down and bottom-up environment involving a wide range of leaders who talk about innovation and share best practices. The leadership connects the organization with the external ecosystem of partners, customers, suppliers, competitors, academia, government, etc. to foster collaboration and co-creation. The leadership continuously monitors the trends and changes in the market and society and anticipates future opportunities and threats. Innovation is seen as a way of life and a source of inspiration for everyone.

Innovation Culture Leader: Leaders create a safe environment to develop skills and confidence for employees to innovate by encouraging them to experiment, learn from failures, and course correct. They provide coaching and mentoring to foster a growth mindset and a learning culture. They continuously monitor the trends and changes in the market and society and anticipate future opportunities and threats. They connect the organization with the external ecosystem of partners, customers, suppliers, competitors, academia, government, etc. to foster collaboration and co-creation. Innovation is seen as a way of life and a source of inspiration for everyone.

Innovation Measurement Leader: The organization has a formal evaluation process that identifies, rewards, and recognizes individuals and teams who deliver outstanding innovation results. This process involves multiple stakeholders, such as customers, peers, managers, leaders, etc. who provide feedback and testimonials. This process also identifies and shares best practices and lessons learned from the innovation process and performance. This process fosters a culture of excellence and continuous improvement for innovation. Innovation is seen as a value or a culture.