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Roles and Responsibilities

B5

Define roles and responsibilities within the organization to empower ownership of technology-driven innovation and promote engagement with innovation practices.

Improvement Planning

Practices-Outcomes-Metrics (POM)

Representative POMs are described for Roles and Responsibilities at each level of maturity.

1Initial
  • Practice
    ‘Heroes’ driving innovation may be present.
2Basic
  • Practices
    • Role of innovation is acknowledged as important in a few positions and those individuals are leveraged within selected projects or in parts of the IT organization.
    • Training and development of innovation roles and responsibilities begin to be formalized.
    Outcome
    Investing in people with the role of innovation ensures a constant focus on the topic and provides an accountability point.
    Metric
    # people identified as part of their job dedicated to innovation.
3Intermediate
  • Practices
    • Formal innovation roles and organizational positions defined within the IT organization.
    • Training and career growth are provided.
    Outcomes
    • People focusing on innovation on a daily basis bring in a constant flow of ideas and practices to enact innovation.
    • Technical contributors see three is a place for their future growth (beyond organization leadership).
    Metrics
    • # people identified with 100% of their job focused on innovation.
    • Established tech-leader programme.
    • # effective Technical Mentorships.
    • # CoPs, teams or formal functional networks.
4Advanced
  • Practices
    • Formal innovation roles and organizational positions aligned and recognized across the enterprise.
    • IT Technical Leadership programme established.
    • Performance expectations for innovation are articulated in annual review cycle and promotion processes.
    Outcome
    A culture of innovation is sustained inside IT and shared at the enterprise level.
    Metrics
    • % job descriptions containing defined roles and responsibilities for innovation.
    • # technical leaders identified.
    • # promotions related to innovation results.
    • Rotations between IT and partner organizations in the enterprise.
    • % ≥ participant satisfaction of value for CoPs and networks.
    • # measurement of leaders rotating chairmanship of CoPs or networks.
5Optimized
  • Practices
    • Innovation clearly viewed as everyone's job and specialization of skills and roles across life-cycle occur.
    • Membership for innovation teams is extended to external organizations with clear roles assigned.
    Outcome
    A culture of innovation is sustained inside IT and shared at the enterprise and industry levels.
    Metrics
    • % job descriptions containing defined roles and responsibilities for innovation.
    • # active memberships in Innovation Societies, Institutes, etc.