Innomantra ASCCI innovation Diagnostics - Sample Report v1.0

Assessment of the Climate and
Culture of Innovation:
Sample Report
Innovation Diagnostic-Phase 1

[The contents of this document are the sole and exclusive property of Innomantra Consulting Private Limited. They have
been prepared for EMC Software and Services India Private Limited and should not be shared with anyone outside the
organization. They may not be disclosed to any third party, copied or reproduced in any form or used for any purpose,
other than that for which they were provided, without the express permission of Innomantra. All other logos and product
names used are trademarks of their respective owners.]
Copyright © Innomantra Consulting Private Limited, 2013. All rights reserved.

Innovation Diagnostic 7
Methodology 7
Assessment of the Climate and Culture of Innovation (ASCCI) 7
About the ASCCI Survey Report 9
ASCCI - Administration 11
Executive Summary 13
‘Appreciable’ Factors 13
‘Concern’ Factors 13
Innovation Landscape 15
Importance of Innovation 15
Sources of Innovation 15
Type of Innovation 17
Perception of Innovativeness 17
Front End of Innovation 19
Project Initiation 19
Idea Generation 21
Individual Creativity 21
Technical Knowledge 23
Resource Adequacy 25
Work Environment 27
Nature of Work 27
Freedom 27
Environment 29
Work Pressure 29
Peer Performance & Support 31
Managerial Support and Encouragement 33
Senior Management Support 35
Management Practices 37
TableofContents

6
“There is no free environment to do something new. So many obstacles in trying
something new.”

7
Innovation Diagnostic
Every Organization is unique with its own set of values and practices. Some of these
factors act as enablers for innovation whereas others hinder organisational innovation.
Consequently to establish high level of innovativeness it essential to minimize the factors
that curtail innovation and encourage factors that foster it. To understand and study
the presence of these factors in an organization, Innomantra uses its proprietary
innovation diagnostic tool to assess the business unit on key parameters that have
been shown to impact innovation in an organizational setting. Innomantra follows up
the assessment with an innovation roadmap and assists the client in its implementation.
Innovation Diagnostic - Engagement Model
Assessment Survey Validation Study Innovation Roadmap
Methodology
The assessment is conducted in two phases. The first phase focuses on obtaining
quantitative inputs through the proprietary assessment survey, ASCCI. This is
administered to every employee in the business unit. This followed by a validation
study in which up to 15% of the total population of employees is randomly selected
and one-to-one interviews are conducted. The consolidated results of ASCCI and
validation study are used to develop the innovation roadmap.
Assessment of the Climate and Culture of Innovation (ASCCI)
ASCCI is Innomantra’s proprietary survey for assessing the intensity of various factors
known to have influence on organisational innovation. It evaluates the perception of
employees on various parameters
Managerial
Commitment
Front End of
Innovation
ASCCI
Creativity &
Innovation
Technical
Knowledge &
Resources
Organizational
Practices
& Work
Environment
Innovation
Landscape in
the industry

8
“CEO always talks about innovation. But, there is no focus in the business unit.”

9
About the ASCCI Survey Report
This report is expected to be used along with the validation study.
The assessment report alone may not be sufficient to provide the accurate picture of
the organization. The findings of ASCCI survey have to be corroborated through a
follow up validation study. Validation study would bring more clarity to the responses
captured by the assessment survey.

10
“Gestation period for an idea to become a product is too high”

11
ASCCI - Administration
The assessment survey was administered to the employees of the ‘COMPANY’-Business
Unit (‘COMPANY’-BU). The survey was initiated on May 29, 2012 and was closed on
June 12, 2012.
The ASCCI has eighty four questions under the above mentioned six categories. Most
of the questions have four options as answers. Based on the average response received
by a question, a corresponding score is assigned to it. The scores are assigned in
different ways for positively worded questions and negatively worded questions.
(Uniformity is maintained in scoring across several organizations.) Based on the scores,
each question is classified into four categories- ‘Highly Appreciable’, ‘Moderately
Appreciable’, ‘Mild Concern’ and ‘Major Concern’- as indicated below.
While the survey was open for BU, three hundred and forty seven (347) respondents
attempted the survey. Two (2) respondents had to be ignored as the initial contact
details were invalid entries. Similarly another two (2) responses had to be ignored as
the respondents did not go beyond the first page in their first attempt and completed
the survey at a later time. Of the remaining three hundred and forty three (343)
respondents, three hundred and twenty seven (327) answered all questions in the
survey. Sixteen (16) respondents answered the survey partially, dropping off at various
points in the survey.
The eighty nine percent (89%) of respondents had less than 10 years of experience.
Number of Years of Experience
Colour Code Colour Code
Highly Appreciable Mid Concern
Moderately Appreciable Major Mid Concern
0-5
6-10
11-15
16-20
More than 20

12
“Our organisation’s approach to innovation is not clearly defined.”

13
Executive Summary
This report captures the findings of the ASCCI survey that was administered to the
employees of ‘COMPANY’-BU.
‘Appreciable’ Factors
No factor emerged as ‘Highly Appreciable’ at ‘COMPANY’-BU in the assessment. Ten
factors were perceived as ‘Moderately Appreciable’ by the respondents under various
categories. Senior management support and peer support were the categories that
received maximum appreciation.
‘Concern’ Factors
Based on the responses received, twenty five questions emerged as ‘Major Concern’
areas. These are in the idea generation, technical knowledge, work pressure and
management practices. All the remaining factors are ‘Mild Concerns’.

14
“Synergy Between various departments is an issue”

15
Innovation Landscape
Importance of Innovation
Majority of the respondents felt that innovation can provide competitive edge to the
organization. Sixty seven percent (67%) of respondents felt that innovation has been
important for the business in the past. Sixty eight percent (68%) feels that innovation
will be of significant importance for the business of
Importance of innovation in your industry during the past 5-10 years
‘COMPANY’
Importance of innovation for your industry in the next 5-10 years
Sources of Innovation
Technological changes emerged as the major source of innovation for ‘COMPANY’
with ninety eight percent (98%) respondents either rating it as the very important (4) or
important (3). Similarly ninety five percent (95%) and eighty eight (88%) felt that customer
insights and business model changes respectively will impact the business of
‘COMPANY’
1 - Not Important
2
3
4- Very Important
Score have been masked

16
“Our approach towards innovation is on need basis and is not continuous. There is a lag
in the market trend & product launch timing.”

17
Type of Innovation
Ninety six percent (96%) of respondents felt that product innovation is what BU should
concentrate on by marking it as very important (4) and important (3).Key Sources of
Innovation
Customer Insight
Technical Changes
New buiness Models
Regulatory Changes
Bubble Size indicates the percentage of employees who thought that the specific source of
innovation is very important (rating 4) for Company
Perception of Innovativeness
Thirty one percent (31%) of the respondents to this question fully agreed to the statement
that they considered their business unit to be innovative. As against this, only ten percent
(10%) agreed fully to the statement that their business unit was considered innovative
in their company. Even though the employees considered the business unit to be
innovative, customers and markets do not share the same perception and this is one
of the major concerns for the business unit. As against thirty three percent (33%) who
either did not agree (1) or partially did not agree (2) to BU being innovative, forty six
percent (46%) felt that customers and markets did not consider BU innovative.
86.5, 51%
90.2, 63%
81.7, 41%
69.3, 17%

18

19
Front End of Innovation
Project Initiation
Most of the projects have been initiated based on requirements from the customers.
Seventy nine percent (79%) of the respondents either agreed fully or partially to the
fact that most of the projects are initiated based on requirements from customers.
Thirty five percent (35%) felt that there is no process in place at BU to identify implicit
needs of customers. Thirteen percent (13%) mentioned that they are not aware of any
processes that are there for identification of customer needs.
Initiation of Projects
Based on the scores received for both the items, they are categorized under ‘Major
Concerns’ for BU.
Perception of Innovativeness
Most of our new product projects
are initiated based on
requirements from customers
We have a process in place to
anticipate and identify implicit
(unexpressed) needs of customers
1- Do not agree
2-Do not agree partially
3- Partially agree
4- Fully agree
5- Do not agree
I consider my business
unit to be innovative
In our company, our
business unit is
considered innovative
Customers(markets)
consider our business
unit to be innovative

20

21
Idea Generation
Seventy four percent (74%) felt either fully or partially agreed that they have been able
to present their ideas to senior management making in a ‘Moderately Appreciable’
parameter.
Idea generation is an area where there is maximum number of ‘Major concerns’ for BU.
Lack of systematic process for idea generation came out conclusively in this
assessment. Reliance on serendipity, lack of customer insights and limited number
ideation sessions resulting in lack of quality ideas are seen as impediments for this
stage.
Individual Creativity
People felt that they were creative and yet did not feel the same for their colleagues.
Twenty two percent (22%) fully agreed to the statement that they were creative and
only eight percent (8%) fully agreed to similar statement about their colleagues.
Employees generally felt that their work environment is not conducive to their creativity
and that their work does not require great deal of creativity. Similarly sixty one (61%)
did not feel that adequate training on creativity improvement was provided by the
organization.
Individual Creativity
We employ
methods
OTHER THAN
brainstorming
to generate
ideas
We rely
mainly on
serendipity of
individuals for
idea
generation
We have periodic
ideation (idea
generation)
sessions to
address new
opportunities
I have been
able to
present my
ideas to
senior
management
Not enough
ideas
Lack of
customer
insights
I am
generally
very
creative
I am
generally very
creative at
my work in
this business
unit
Employees
in this
business
unit are
highly
creative in
nature
Employees in
this business
unit are highly
knowledge-
able in
various
creativity
techniques
The work
environ-
ment is
conducive
to my
creativity
Great deal
of creativity
is required
in my daily
work
Adequate
time/training
is provided
by the
organization
for
enhancing
my creativity
skills

22

23
Technical Knowledge
Technical knowledge and avenues for upgrading technical knowledge are crucial for
innovation capabilities of the organization. Respondents felt that their colleagues are
knowledgeable in technical areas. Yet, they were not appreciative of the organizations
commitment to support knowledge up-gradation. Forty six percent (46%) expressed
that adequate resources were not available for technical knowledge enhancement.
Similarly, fifteen percent (15%), very strongly felt that sufficient training is not provided
by the organization in technical areas. This again underscores the perception that
technological prowess or access to latest technology is lacking at BU and was cited
as a major impediment.
Technical Knowledge
Employees in this
business unit are
knowledgeable in
their areas of work
Employees are
encouraged by the
organization to
enhance their
technical knowledge
Adequate
resources are
available at the
organization for
knowledge
enhancement
Technology is
often behind
Adequate time/
training is provided
by the organization
for knowledge
upgradation

24

25
Resource Adequacy
Availability of resources is also directly related to the innovation output of organizations.
Resource adequacy emerged as a ‘Mild Concern’ area for BU. Availability of information
emerged as a ‘Major Concern’ under this category. People felt that they cannot get
access to data/information required for their work easily. Both availability of facilities
(65.9) and availability of manpower (65.4) are also almost near the critical point.
Resource Adequacy
The facilities I need for
my work are readily
available to me
I can get all the
information/data I need
for my work easily
The budgets
allocated for my
projects are
generally adequate
The man power
allotted to projects are
generally inadequate
(Projects are generally
understaffed)

26

27
Work Environment
Nature of Work
There is a general perception that the work environment is not very conducive to
innovation. Most questions in this area are categorized as ‘Mild Concerns’ with two
factors almost nearing ‘Major Concerns’. Employees did not express excitement about
the work they were doing and they did not feel sufficiently challenged by the work
allotted to them. This is again in line with the concern- work does not require creativity-
that emerged earlier.
Nature of Work
Freedom
Sixty percent (60%) of the respondent felt that they do not have sufficient freedom to
choose the kind of work that they want to do highlighting it as a ‘Major Concern’.
Similarly thirteen percent (13%) very strongly felt that they do not have the freedom to
decide how they were going to deliver their projects.
Freedom
This business unit is
considered an exciting
place to work
I feel that I am working
on important projects
I feel that the work
assigned to me is routine
and uninteresting
I am constantly
challenged by the
work assigned to me
I have the freedom to
choose the kind of
work I want to do
I have the freedom to decide
how I am going to carry out
my projects

28
“We have improved a lot in getting customer feedback.”

29
Environment
Employees feel that the innovation process in the organization is ineffective. Forty one
percent (41%) agreed either fully or partially to the statement that the organization had
high level of workplace politics. Similarly forty two percent (42%) felt that the organization
was bureaucratic.
Environment
Work Pressure
Immense work pressure can curtail the innovation outcome in organizations. At BU,
this is an area of ‘Major Concern’. More the pressure generated by the job, it is primarily
management of various simultaneous tasks that is adding to the pressure experienced
by employees. Nineteen percent (19%) very strongly (rating 4) felt that there are too
many things to be done at the same time. Twenty two (22%) very strongly felt that
priorities keep changing randomly adding to the work pressure. Similarly twenty three
(23%) very strongly (rating 4) expressed that there is not sufficient time for experimenting
new things as people are bogged down by routine work.
Work Pressure
There is a high
level of workplace
politics in the
organization
The organization
is very
bureaucratic
Ineffective
innovation process
Culture in the
organization does not
support innovation
I have too much
work to be done in
too little time
There are unrealistic
expectations out of
the work done by me
There are too
many things to
be done at the
same time
Here, priorities
keep on changing
randomly adding
unnecessary
pressure
No body has time
in this organization
to try out new
things as every one
is busy with
operational and
routine work

30

31
Peer Performance and Support
Peer support also signifies the amount of collaboration existing in the business unit.
Seventy seven percent (77%) of respondents felt that their colleagues were willing to
help out professionally. Sixty seven (67%) felt that there was mutual trust amongst
colleagues. Out of thirty nine percent (39%) respondents felt that there was lot of
cynicism among employees, thirteen percent (13%) felt so very strongly.
Peer Support
Only six percent (6%) felt strongly that colleagues focus on pulling ideas down by
discussing issues and problems. Eighteen percent (18%) very strongly felt that, col-
leagues at BU are open to new ideas and, yet, forty six percent (46%) did not feel that
their colleagues challenge their ideas constructively
Peer Performance
Colleagues in this
business unit help out
each other professionally
Colleagues in this
business unit trust each
other
There is lot of negativity
and cynicism among
employees
Colleagues in this
business unit are
open to new
ideas
Colleagues in this
business unit
constantly challenge
each other’s ideas in a
constructive way
Colleagues in this
business unit
discuss ideas
openly
People encourage
new ideas without
focusing on issues
and problems

32
“I feel a lot more should be done to encourage and reward individual creativity”

33
Managerial Support and
Encouragement
Managerial support refers to the support received from the immediate superior in the
organisation. This is very critical for the performance of employees. Employees feel
that their immediate superior encourages them to excel in their work and is also generally
receptive to new ideas. The areas of improvement that are evident are providing
constructive feedback to employees and in the encouragement provided for
experimenting with new ideas. Thirty percent (30%) expressed that their superior’s
expectations on their work was not clear. Thirty two percent (32%) mentioned that they
do not receive constructive feedback from their superiors.
Managerial Support & Encouragement
My superior
encourages me to
excel in my work
My superior is
receptive to my
new ideas
My superior
encourages me
to experiment
with new ideas
My superior’s
expectations on
my work are clear
My superior provides
me with constructive
feedback about my
work

34

35
Senior Management Support
Employees feel that senior management is committed to innovation. They are also of
the opinion that the commitment is communicated constantly by the management.
Yet, they perceive that sufficient resources are not allocated to innovation projects and
similarly adequate time is not devoted to innovation projects by senior management.
Even though seventy seven percent (77%) concurred that senior management
communicates the importance of innovation, only fifty seven (57%) felt that this is
followed by action in terms of allocation of attention to innovation projects and allocation
of resources for innovation projects. Employees have a strong feel that there is no
decentralization of power within the business unit.
Senior Management Support
Senior management
is committed to
innovation
Senior management
constantly
communicates the
importance of
innovation
Senior management
provides adequate
attention to
innovation projects
Senior management
allocates sufficient
resources to
innovation projects
All decisions are
taken by senior
management and
according to me there
is no decentralization
of power in this
business unit

36

37
Management Practices
Even though thirty percent (30%) very strongly felt that new ideas are encouraged in
the organization, only nine percent (9%) had the same feeling about the existence of
processes for identifying potential ideas and also about fair evaluation of ideas. This is
again in-line with the perception that we had captured earlier about lack of processes
for innovation in the business unit.
Practices
The lack of support of implementation and experimentation may be among the factors
that impede innovation at BU. Forty seven percent (47%) felt that they were not
encouraged to experiment without fear of failure and ten percent (10%) very strongly
felt the same. Similarly fifty percent (50%) respondent expressed that they were not
provided time or resources to work on their pet projects and eighteen percent (18%)
expressed very strongly about the same.
Implementation Support
New ideas are encouraged
in this organization
Processes exist in the organization
to identify potential ideas and
developing them
Ideas are evaluated
fairly in this
organization
People are encouraged to
experiment with their ideas
without fear of failure and to
take risks
People are provided time to
nurture their pet projects

38
Employees expressed that the measures taken for appreciation and recognition for
innovation were not adequate in the business unit. All factors that were evaluated
emerged as ‘Mild Concerns’ for BU. This is a definite area where there is significant
scope for improvement.
Appreciation & Recognition
Creative work is appreci-
ated in this organization
The organization recognizes
employees who are highly
creative in their work
Organization recognizes employees
who are highly knowledgeable in
their area of work

39
“The scenario is changing slowly. But, still the “I-Told-You-So” attitude prevails”

Innomantra ASCCI innovation Diagnostics - Sample Report v1.0

Innomantra ASCCI innovation Diagnostics - Sample Report v1.0

Recommended

Recommended

More Related Content

Similar to Innomantra ASCCI innovation Diagnostics - Sample Report v1.0

Similar to Innomantra ASCCI innovation Diagnostics - Sample Report v1.0 (20)

More from Innomantra

More from Innomantra (20)

Recently uploaded

Recently uploaded (20)

Innomantra ASCCI innovation Diagnostics - Sample Report v1.0