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Representative POMs are described for Innovation Governance at each level of maturity.

2Basic

• Practices

  • Identify innovation champions/evangelists in some parts of the organization.
  • These typically can be different types of people: the Entrepreneur — someone with an entrepreneurial spirit who believes things can be done differently; the Connector ─ someone who can open the doors to get the necessary resources; the Leader ─ someone who can bring in the right ideas, get the support of subject matter experts, and help pitch ideas; the Storyteller ─ someone who can craft a vision of how things will be and tell it in a convincing way.

  Outcome

  The importance of a focus on innovation is acknowledged and encouraged, and starts to be driven in some parts of the organization.

  Metrics

  • # of specific positions where champions or evangelists of innovation have been identified.
  • # of innovation ideas that emerge and move to the assess phase.

• Practice

  Leverage traditional project management metrics for innovation in key projects e.g. % of projects where formal project approval is granted, # of projects where stakeholder expectations are documented and managed, # and % of projects with a clear governance approach in place, project resource utility.

  Outcome

  The impact of innovation activity on decision-making begins to be understood.

  Metrics

  • # and % of innovation projects where metrics to measure the impact and performance of innovation have been defined.
  • # and % of innovation projects where metrics to measure the impact and performance of innovation have been applied.

3Intermediate

• Practice

  Ensure that there is a balance between the exploration and exploitation of new ideas.

  Outcome

  This allows the organization to be creative and adaptable, while also continuing to rely on more traditional, proven methods of business.

  Metrics

  • % of innovation resources being used in exploration.
  • % of innovation resources being used in exploitation.

• Practices

  • Use a combination of process and output metrics.
  • Process metrics could include average time from idea generation to first revenue, number of (actionable) ideas submitted by employees per month, and the fraction of opportunities moving to the next stage.
  • Output metrics could include the number of new products or services launched, ROI on innovation spending, and the number of new customers.

  Outcome

  The impact of innovation activity performance is a key input in innovation governance decisions.

  Metrics

  • # and % of projects utilizing both process and output type metrics.
  • # and % of innovation projects where metrics to measure the impact and performance of innovation have been defined.
  • # and % of innovation projects where metrics to measure the impact and performance of innovation have been applied.

4Advanced

• Practice

  Ensure governance is tightly aligned with strategy.

  Outcome

  A well-articulated strategy will distinguish between operational imperatives (execution) and projects to seize tomorrow's opportunities, as well as protect against threats (exploration) within the larger context of market growth.

  Metrics

  • Awareness of organizational strategy in governance decision-making.
  • Focus on innovation projects vs portfolio.

• Practices

  • Adopt a comprehensive, organization-wide process to systematically define and apply metrics to measure the impact and performance of all innovation projects and programmes.
  • These metrics are expanded to include ‘input’ metrics such as the fraction of the workforce trained in innovation, the amount of leadership time spent on innovation rather than on day-to-day operations, and the fraction of the capital budget that is invested in innovation projects.

  Outcomes

  • The impact of the process of defining and applying metrics is extended organization-wide and to the programme level and brings a broader focus on the value gained from innovation activity.
  • The key foundational elements required to establish a strong innovation capability across the organization are being developed.

  Metrics

  • # and % of programmes where metrics to measure the impact and performance of innovation have been defined.
  • # and % of innovation projects where metrics to measure the impact and performance of innovation have been defined.
  • # and % of innovation projects where metrics to measure the impact and performance of innovation have been applied.

5Optimized

• Practice

  Incorporate 'lessons learned' in innovation governance routines.

  Outcome

  This results in a cycle of continuous improvement in innovation processes, technologies, and skills.

  Metrics

  • # of ideas/innovations where lessons learned have been captured.
  • # of ideas/innovations where lessons learned have been applied to future projects.

• Practice

  Adopt a process to review the innovation governance metrics approach and revise metrics based on feedback from ongoing research, prior innovation projects, and feedback from the business ecosystem.

  Outcome

  The impact and performance of the innovation governance metrics approach is continuously improved and optimizes decision-making.

  Metrics

  • # of reviews of innovation metrics approach.
  • # of revisions to existing innovation metrics.
  • # of metrics revised based on ongoing research.
  • # of metrics revised based on lessons learned from prior innovation projects.
  • # of business ecosystem representatives collaborated with for feedback on metrics.