IVI Framework Viewer

Innovation Management

IM

The Innovation Management (IM) capability is the ability to manage all aspects of innovation to the benefit of the organization and its stakeholders.

Structure

IM is made up of the following Categories and CBBs. Maturity and Planning are described at both the CC and the CBB level.

AManage Innovation

A1Innovation Vision/Strategy

Define, communicate, and realize a vision/strategy for innovation, while ensuring that innovation activities are aligned with real and valuable opportunities for the organization. This strategy includes keeping abreast of changes in the business and IT environment, ensuring sufficient absorptive capacity exists, and adapting the innovation strategy to match changes in the environment. Articulate what work needs to be done and by when for governance to make decisions with reduced risk.

A2Innovation Governance

Implement a governance system to cover all aspects of innovation, including setting and aligning goals, defining policies and values, prioritizing processes, allocating resources, and assigning roles, responsibilities, and decision-making authority for innovation. Define and apply metrics to measure the value of the organization's recent innovations — internal and commercial.

A3Innovation People

Exhibit leadership support for innovation in support of the business/innovation strategy. Encourage innovation through such things as ensuring that the workforce has relevant competencies (knowledge, skills, and process abilities) to engage in innovation and is provided with appropriate development opportunities.

A4Innovation Culture

Develop and maintain a culture of innovation, taking into account such things as the business/innovation strategy, organizational attitude to risk, collaboration, rewards, and incentives, etc.

A5Innovation Networks

Understand, shape, and use the networks of connections (i.e. formal and informal, internal and external) that impact or support the achievement of the business/innovation strategy. The scope may include roles, responsibilities, organizational hierarchies, communities of practice, key influencers, and social networks, etc.

BExecute Innovation

B1Idea Generation and Capture

Adopt process(es) to develop and capture innovation ideas that potentially benefit the organization. Idea capturing is enabled by innovation scouts, boundary scanning, participation in research and in standards bodies, and in the use of continuous improvement frameworks, including those for problem solving.

B2Assessment and Filtration

Assess novel concepts and ideas against predefined selection criteria (e.g. technical and economic feasibility, best solution, prior knowledge, learning curve shape, available absorptive capacity of individuals, teams, and the organization, cultural acceptance, and so forth).

B3Incubation and Development

In a suitable environment, experiment with and incubate selected ideas. Subject these to business case approval and develop them into tested and approved products, services, or capability.

B4Exploitation

Launch and/or implement new ideas and innovations in alignment with a commercialization strategy, and raise awareness and gain acceptance of these so that their utility can be beneficial to the organization and its stakeholders.

CSupport Innovation

C1Research and Development

Manage the competitive gap analysis of current and planned products, services, processes, methods, logistics, and communications capabilities, along with other identified research opportunities. Acquire, develop, and test promising solutions and their usage models that may offer value to the organization.

C2Innovation Tools, Methodologies, and Frameworks

Identify and raise awareness of tools, technologies, frameworks, and related training and have informed staff or external experts make recommendations on which to master and use.

C3Joint Research and Innovation

Consider the merits of joint research and innovation ventures from multiple perspectives (e.g. the value of each participant's contribution, ownership and rights to the use of any developed intellectual property, and the methods to use in developing the innovations).

Overview

Goal & Objectives

An effective Innovation Management (IM) capability aims to:

  • Establish a clear vision for innovation.
  • Define and promote a set of strategies for innovation that will enable the organization to realize its innovation vision.
  • Build an innovation capability by fostering a dynamic culture that thrives on improvement, exploration, and exploitation of new ideas, and which is supported by effective leadership, approaches, processes, tools, and technologies.
  • Establish a set of governance criteria for the effective management and operation of innovation.
  • Define roles, responsibilities, and decision-making authority.
  • Incentivize collaboration to identify product, service, channel, brand, customer engagement, profit model, network, structure, or process innovations.

Scope

Definition

The Innovation Management (IM) capability is the ability to manage all aspects of innovation to the benefit of the organization and its stakeholders.

Improvement Planning

Practices-Outcomes-Metrics (POM)

Representative POMs are described for IM at each level of maturity.

2Basic
  • Practice
    Start to develop an innovation vision/strategy that is applied in some areas of the organization.
    Outcome
    Any innovation activity can be guided by a more coherent vision and ad hoc projects become less the norm.
    Metric
    # of projects where the innovation vision/strategy was used to guide decision-making/planning.
  • Practice
    Start to capture ideas for innovations from available sources.
    Outcome
    There is increased or sustained ideation for innovation and improvement purposes.
    Metric
    # of innovation ideas from different sources.
3Intermediate
  • Practice
    Ensure the innovation vision/strategy is aligned with the organizational strategy for key projects.
    Outcome
    A consistent approach to innovation is evident across most innovation activity and there is an increased chance of success in creating value.
    Metric
    # of innovation projects which adhere to the organizational strategy.
  • Practice
    Capture ideas for innovations through participating in improvement programmes, forums, professional societies, research, etc.
    Outcome
    Ideation for innovation is enhanced.
    Metric
    # of innovation ideas from different approaches.
  • Practice
    Identify features needed in products, services, processes, and methodologies using customer surveys/wish lists.
    Outcome
    An understanding of what motivates customers away from the organization's products and services enable the motivational gap to be closed.
    Metric
    # of competitor gaps.
4Advanced
  • Practice
    Develop a joint statement of innovation vision as part of the organization's planning cycle.
    Outcome
    The vision and goals for innovation are shared and aligned across the entire organization.
    Metric
    Evidence of a documented statement of vision/goals for innovation.
  • Practice
    Use advanced approaches to capture ideas for innovation including starting special interest groups, influencing research efforts, and proactively engaging with the ecosystem.
    Outcome
    There is an increased or sustained number of innovation ideas, the quality of which is improving.
    Metric
    # of innovation ideas from different approaches.
  • Practice
    Identify features needed in products, services, processes, and methodologies by using black box and white box analytical techniques.
    Outcomes
    • Black box techniques identify product or service gaps while white box analysis shows how the gaps were established.
    • Both techniques identify gaps for closure to keep ahead of competitors.
    Metric
    # of competitor gaps.
5Optimized
  • Practice
    Develop the innovation vision as an intrinsic component of the business vision.
    Outcome
    There is an increased focus on enabling services that are integral to the business' success.
    Metric
    Alignment with the business vision.
  • Practice
    Use business data, analytical data including external data sets, and dynamic views to generate innovative ideas.
    Outcome
    The number, quality, and utility of innovation ideas is optimized.
    Metric
    # of innovation ideas from different approaches.
  • Practice
    Identify features needed in products, services, processes, and methodologies using reverse engineering of competitors.
    Outcome
    Reverse engineering allows speedier replication and improvement where concepts are out of patent.
    Metric
    # of competitor gaps.

Reference

History

This capability was introduced in Revision 18.10 as a merger of Innovation Management (16) and Research, Development and Engineering (16).