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

2Basic

• Practices

  • Adopt a tool to support development of the organizational culture (e.g. organizational culture assessment instrument: OCAI) and use it to shape any desired cultural adaptation.
  • Also, develop a transition roadmap to help align innovation culture with organizational culture.

  Outcome

  Temporary payback from culture-change initiatives is evident.

  Metrics

  • # of tools/models used to help develop the desired innovation culture.
  • Evidence of a transition roadmap.
  • Degree to which innovation culture is aligned with organizational culture.

• Practice

  Adapt the organizational culture to better align with the desired innovation model, using artefacts such as the physical environment, style, structures, processes, myths, rituals, etc.

  Outcome

  Short-term impacts from innovation culture formation are beginning to emerge.

  Metrics

  • # of levers in place to nurture the innovation culture.
  • # of artefacts in place to nurture the innovation culture.

3Intermediate

• Practice

  Focus on organizational attitude to risk and collaboration and refine the model to reflect the vocational nature of some disciplines.

  Outcome

  There is an increase in the number and quality of ideas put forward for consideration.

  Metrics

  • Degree of innovation and information sharing that prevails.
  • Workforce attitude to risk (determined through surveys etc.).

• Practice

  Adopt 'positive and negative consequences' (carrot and stick) to change espoused beliefs, attitudes, and behaviour, and promote values that are consistent with a culture of innovation.

  Outcome

  The reliance on the rewards/sanctions approaches often means that impact is medium-term.

  Metrics

  • # of positive and negative consequences in place to promote/change to a culture of innovation.
  • # and % of the workforce who have suffered negative consequences.
  • # and % of the workforce who have benefited from positive consequences.

4Advanced

• Practice

  Ensure senior management acknowledge that the organizational health is profoundly impacted by the extent of adherence to the organization's values and that this has implications for behaviours.

  Outcome

  The desired innovation culture has become the norm and is no longer perceived as being something that needs to be ‘pushed’ on the workforce.

  Metrics

  • # of senior management communications that assert the importance of an innovation culture to overall organizational health.
  • Degree of innovation and information sharing that prevails.

• Practice

  Adapt beliefs in attitude to innovation and introduce new learning by phasing in meticulously selected key influencers and work practices on a carefully modulated basis.

  Outcome

  Permanent cultural impacts are achieved.

  Metrics

  • # of key influencers introduced to adapt beliefs and introduce new learning.
  • # of work practices introduced to adapt beliefs and introduce new learning.

5Optimized

• Practice

  Adapt the innovation culture promptly to changes in the business environment.

  Outcome

  The organization is more responsive to changes in the business environment and hence more competitive.

  Metric

  # of changes made to the innovation culture based on changes in the business environment.

• Practice

  Anticipate, assess, and assimilate adaptations in line with changes in the business environment in an efficient and seamless manner.

  Outcome

  The innovation culture becomes self-forming.

  Metric

  # of adaptations to innovation culture driven by changes in the business environment.