Roles and Responsibilities
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.