Level Two - Innovation Management Master

The organization has an emerging innovation strategy that is somewhat effective

Level 2 Intermediate: The organization has a clear and relevant innovation purpose aligned with key growth imperatives in the business strategy. There is a specific and measurable vision, mission, and goal for innovation, with high alignment and coordination among initiatives. The organization has multiple focus areas based on capabilities, although these capabilities have not been validated with customers. There is some clarity and alignment on innovation objectives and priorities, and innovation is seen as proactive and exploratory. The organization possesses an intermediate innovation pipeline or portfolio, including various innovations aligned with strategic objectives and customer needs. They have some criteria and metrics for evaluation and prioritization, although these metrics are not consistently transparent. The organization has processes and tools for managing and monitoring the pipeline, although improvements are needed. Overall, innovation is seen as a diverse and relevant activity.

1.1. Purpose

1.2. Focus

1.3. Pipeline

Intermediate Purpose: The organization has a clear and relevant innovation purpose or reason. Innovation is embedded in key growth imperatives within the business strategy. There is a clear vision, mission, and goal for innovation that are specific and measurable. There is a high degree of alignment and coordination among different innovation initiatives and projects that are consistent and integrated. Innovation is seen as a necessary and strategic activity.

Intermediate Focus: The organization has multiple focus areas for innovation that leverage its capabilities and have the potential to generate significant new business opportunities for the future. These focus areas are based on some market research and analysis, but they are not validated or tested with the customers or stakeholders. The organization has some clarity and alignment on the innovation objectives and priorities. Innovation is seen as a proactive and exploratory activity.

Intermediate Pipeline/Portfolio: The organization has an intermediate innovation pipeline or portfolio. The innovation portfolio encompasses new products, services, processes, technologies, channels, and/or business models. These innovations are aligned with the strategic objectives and customer needs. The organization has some criteria and metrics to evaluate and prioritize the innovation projects or initiatives, but they are not consistent or transparent. The organization has some processes and tools to manage and monitor the innovation pipeline or portfolio, but they are not efficient or effective. Innovation is seen as a diverse and relevant activity.

The organization has a mid-level innovation capacity with room for improvement

Level 2 Intermediate: The organization has a well-structured and widely adopted innovation process, supported by appropriate tools and resources. Innovation is viewed as a cyclical and iterative activity. Collaboration is emphasized, with diverse and integrated teams working with external entities and stakeholders. The organization has a dedicated budget and sufficient resources for innovation, distributed transparently. Innovation is considered critical within the organization.

2.1. Process

2.2. People, Teams, and Resources

2.3. Resources

Intermediate Process: The organization has a structured innovation process with specific phases to source insights, and generate, evaluate, prioritize, develop, and execute new ideas within the organization. This process is well-defined and documented. It is widely adopted and followed by different functions and departments. It is supported by adequate tools and resources. Innovation is seen as a cyclical and iterative process.

Intermediate Teaming and Partnering: Innovation teams are well trained on innovation tools and methods, and work with multidisciplinary teams from both inside and outside the organization. There is a high degree of diversity and complementarity of skills, knowledge, and perspectives in the teams, and they are well integrated and leveraged. There is a high degree of interaction and engagement with external entities or stakeholders, and they are well aligned and coordinated. Innovation is seen as a relational and collaborative activity.

Intermediate Resources: The organization has a dedicated budget and adequate resources for innovation activities, projects, and specific objectives. These resources are sufficient and adequate to meet the innovation needs and goals. They are consistent and predictable. They are allocated and distributed in a transparent and fair way. Innovation is seen as a must-have activity.

The organization is somewhat committed to innovation but lacks a cohesive innovation culture

Level 2 Intermediate: The organization demonstrates strong commitment to innovation with clear vision, strategy, and goals communicated by leadership. Roles, responsibilities, and targets are established to foster innovation capacity and drive results. There is a formal process and methodology for managing innovation projects and a culture that encourages creativity, collaboration, and learning. While innovation is seen as a core competency and competitive advantage, its integration into regular activities and adoption of guidelines and incentives vary. The organization measures innovation activities, outputs, and results using metrics aligned with strategic objectives and customer needs, ensuring consistency, comparability, and effective communication. Innovation is viewed primarily as a result or outcome.

3.1. Leadership

3.2. Behaviors

3.3. Metrics

Organizational Commitment: The leadership has a clear vision, strategy, and goals for innovation and communicates them to the organization. There is a structure within the organization with roles, responsibilities, and targets for individuals to build innovation capacity and drive innovation results. The organization has a formal process and methodology for managing innovation projects and portfolios. The organization has a culture of innovation that encourages creativity, collaboration, experimentation, and learning. Innovation is seen as a core competency and a competitive advantage.

Organizational Culture: There is an innovation agenda embedded in the regular activities of key innovation leaders, but it is optional for the rest of the employees. There are some guidelines and best practices for managing innovation projects and portfolios, but they are not widely adopted or enforced. There are some incentives and recognition for innovation efforts, but they are not consistent or transparent. Innovation is seen as a core competency and a competitive advantage.

Intermediate Measurement: The organization measures individual innovation activities, outputs, and results through specific metrics, such as the time to market, the customer satisfaction, the revenue growth, the cost reduction, etc. These metrics are aligned with the strategic objectives and customer needs. They are consistent and comparable across different functions and departments. They are communicated and reported to the relevant stakeholders. Innovation is seen as a result or an outcome.

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