Innovation 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.
Improvement Planning
Practices-Outcomes-Metrics (POM)
Representative POMs are described for Innovation Networks at each level of maturity.
- 2Basic
- Practice
- Use (even on a pilot basis) basic network mapping and analysis tools to model/explore existing networks or relationships between people and the organization as well as their nature and strength.
- Outcome
- This enables design/test improvements to effect change to the targeted aspects of these networks.
- Metrics
- # of network mapping tools being used.
- # of design/test improvements to existing networks that result from their use.
- 3Intermediate
- Practice
- Participate in Communities of Practice in areas of interest to the organization (e.g. IoT).
- Outcome
- The sharing of knowledge inherent in the CoP model results in increased creativity and idea generation among participants.
- Metrics
- # of staff who participate in CoPs.
- # of CoPs participated in.
- # of ideas/innovations that were derived (even in part) from this participation.
- 4Advanced
- Practice
- Use boundary spanners to link the organization's internal networks with external sources of information.
- Outcome
- This fosters knowledge sharing mechanisms and learning capabilities within and across the organization.
- Metrics
- # of boundary spanners used.
- # of functions/departments spanned.
- # of ideas/innovations resulting from this approach.
- 5Optimized
- Practice
- Promote discoveries by providing endowments to universities and research institutes.
- Outcome
- This knowledge base contributes to innovation excellence.
- Metric
- # of universities/research institutes that have programmes endowed by the organization.