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Representative POMs are described for Innovation Vision/Strategy at each level of maturity.

2Basic

• Practice

  Start to develop an innovation vision/strategy that is applied in some areas of the organization (i.e. particularly those areas most active in idea/innovation activity).

  Outcome

  Innovation activity starts to be guided by a more coherent vision and ad hoc projects become less common.

  Metric

  # of projects where innovation vision/strategy was used to guide decision-making/planning.

• Practice

  Start to consider business needs in the development of the innovation vision/strategy process.

  Outcome

  Any resulting ideas/innovation has an increased chance of being developed.

  Metrics

  • # of business needs articulated in the business case.
  • # of users surveyed to determine business needs.

• Practice

  Implement a semi-formal business case analysis process at the project proposal stage for some projects.

  Outcome

  There is an increased chance of success, faster time to market, and higher quality of innovation outputs.

  Metrics

  • # and % of projects where a business case analysis process is in place at the project proposal stage.
  • # of times when the business case is re-examined after the project proposal stage.

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 for the organization.

  Metrics

  • # and % of specified goals that are linked to business goals.
  • # of innovation projects which adhere to the organizational strategy.

• Practice

  Adopt a proactive approach to environmental awareness.

  Outcome

  The organization is increasingly forewarned of any environmental changes, enabling more proactive rather than reactive decision-making.

  Metrics

  • # of initiatives adopted to monitor the business environment.
  • # of tools deployed to monitor the business environment.

• Practice

  Prepare an increasingly standardized business case at the project proposal stage for most innovation projects, and re-examine this occasionally during the life of the project.

  Outcome

  There is increased likelihood of developing an innovation that will address a defined need.

  Metrics

  • # and % of projects where a business case analysis process is in place.
  • # of times when the business case is re-examined after the project proposal stage.

4Advanced

• Practice

  Develop (by senior management or a dedicated sub committee) 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.

  Metrics

  • Evidence of a documented statement of vision/goals for innovation.
  • # of IT personnel involved in the development of a statement of vision/goals for innovation.
  • # of business personnel involved in the development of a statement of vision/goals for innovation.

• Practice

  Place an equal focus on exploration and exploitation by setting up independent units to focus on exploration opportunities.

  Outcome

  An increase in competitive performance is evident.

  Metrics

  • Commercial results of a new product.
  • # of successful (generating value) innovations passing through the pipeline.
  • # of instances of the application of practical market or technical learning.

• Practice

  Develop a comprehensive business case (with organization-wide involvement) for all innovation projects, and re-examine the quality of specific deliverables at each investment decision point.

  Outcome

  This enables intervention (fail fast — fail cheap) in any innovation projects that are more high-risk, saving on valuable organizational resources.

  Metrics

  • # and % of projects where a business case analysis process is in place.
  • # of times when the business case is re-examined after the project proposal stage.
  • # of IT personnel who provide input into drafting the business case.
  • # of business personnel who provide input into drafting the business case.

5Optimized

• Practice

  Develop the innovation vision as an intrinsic component of the business vision.

  Outcome

  There is increased focus on enabling services that are integral to the business' success.

  Metric

  Evidence of a documented statement of vision/goals for innovation in alignment with the business vision.

• Practice

  Adopt Artificial Intelligence (AI) technologies and automated processes to monitor the business environment.

  Outcome

  The organization maintains an industry lead in anticipating change.

  Metrics

  • # of AI tools being used to anticipate changes in the business environment.
  • # of learnings which impact the innovation vision/strategy.

• Practice

  Continually review activities for the development of the business case for improvement opportunities based on a combination of ongoing research, lessons learned, and business ecosystem feedback.

  Outcome

  The business case approach for innovation is optimized.

  Metrics

  • # and % of projects where a business case analysis process is in place.
  • # of times when the business case is re-examined after the project proposal stage.
  • # of external business ecosystem personnel who provide input into drafting the business case.