The document discusses challenges with measuring and managing innovation. It provides definitions of innovation and outlines a framework that includes defining innovation objectives aligned with strategy, selecting appropriate metrics, and linking innovation processes and outcomes. This framework can help organizations more effectively manage innovation through performance measurement and management.
Is customer centricity just another management fad? Globally, companies are investing more than USD 10 billion annually to drive customer centric transformations, yet four in five are left unsatisfied.
Knowing our true organic growth rate is important
It represents how well we are converting historical investment into wealth
It tells us where we should invest in the future (which product, what customer, which supplier relationship, what sales channel)
Is SPIL a right choice for FOXCONN to acquire in the packaging industry?Ta-Wei (David) Huang
This is the final project when I was a junior member in BizPro. In this project I conducted strategic researches about the semi-conductor packaging industry, and then built valuation models using comparable analysis and discounted cashflow valuation.
In the field of business and management, data science is transforming how companies organize, operate, manage talent, and create value. In this talk, David will share his experience as a data scientist and consultant on data science in business – from business experimentation to planning process optimization. He will also reflect on the career progress as a data scientist and provide suggestions to young data scientists
Is customer centricity just another management fad? Globally, companies are investing more than USD 10 billion annually to drive customer centric transformations, yet four in five are left unsatisfied.
Knowing our true organic growth rate is important
It represents how well we are converting historical investment into wealth
It tells us where we should invest in the future (which product, what customer, which supplier relationship, what sales channel)
Is SPIL a right choice for FOXCONN to acquire in the packaging industry?Ta-Wei (David) Huang
This is the final project when I was a junior member in BizPro. In this project I conducted strategic researches about the semi-conductor packaging industry, and then built valuation models using comparable analysis and discounted cashflow valuation.
In the field of business and management, data science is transforming how companies organize, operate, manage talent, and create value. In this talk, David will share his experience as a data scientist and consultant on data science in business – from business experimentation to planning process optimization. He will also reflect on the career progress as a data scientist and provide suggestions to young data scientists
GE Smart Energy Case Competition - 2013 MIT Sloan SubmissionAlexander Boutelle
In October 2013, I participated in the GE ECLP Case Competition in New York. Teams were asked to identify sales solutions for a data analytics service being offered to independent power producers using GE generation technology. This deck supported our 20 minute team presentation, and was created by Alexander Boutelle, Ariel Chua, Sam Massey, and Avner Penchas (all MIT Sloan MBA Class of 2015). All data was gathered from public sources.
Alexander Boutelle's personal website can be found at www.internetadjacent.com or www.alexanderboutelle.com.
In March 2019, the Korea of Minister of Strategy and Finance announced a strategy to spread the
second venture boom in cooperation with relevant ministries. You can start high-tech innovation start-ups by
strengthening your business
What is Strategy - Thinking like a StrategistAmit Kapoor
What is Strategy? Strategy is a very young concept. Lets explore a little more about strategy and then go down the journey of understanding how to think like a strategist.
The Relevance of Corporate Real Estate to Enterprise SuccessRegus
http://www.regus.com/?utm_campaign=slideshare
Given at the CoreNet Global Summit in Chicago, May 1-3, 2011 by:
Moderator: Dr Barry Varcoe, Zurich Financial Services
Facilitator: Dr Martha O’ Mara, Corp. Portfolio Analytics
Speakers: Michael Leone, Regus;
Tanya Penny, Verizon
GE Smart Energy Case Competition - 2013 MIT Sloan SubmissionAlexander Boutelle
In October 2013, I participated in the GE ECLP Case Competition in New York. Teams were asked to identify sales solutions for a data analytics service being offered to independent power producers using GE generation technology. This deck supported our 20 minute team presentation, and was created by Alexander Boutelle, Ariel Chua, Sam Massey, and Avner Penchas (all MIT Sloan MBA Class of 2015). All data was gathered from public sources.
Alexander Boutelle's personal website can be found at www.internetadjacent.com or www.alexanderboutelle.com.
In March 2019, the Korea of Minister of Strategy and Finance announced a strategy to spread the
second venture boom in cooperation with relevant ministries. You can start high-tech innovation start-ups by
strengthening your business
What is Strategy - Thinking like a StrategistAmit Kapoor
What is Strategy? Strategy is a very young concept. Lets explore a little more about strategy and then go down the journey of understanding how to think like a strategist.
The Relevance of Corporate Real Estate to Enterprise SuccessRegus
http://www.regus.com/?utm_campaign=slideshare
Given at the CoreNet Global Summit in Chicago, May 1-3, 2011 by:
Moderator: Dr Barry Varcoe, Zurich Financial Services
Facilitator: Dr Martha O’ Mara, Corp. Portfolio Analytics
Speakers: Michael Leone, Regus;
Tanya Penny, Verizon
This session answers the why’s and how’s of effective strategic design and illustrates the power of credible results measurement for meetings, events and incentives. Learn to use an approach that is effective with stockholders, employees, other key stakeholders and the media. Delivering measurable results answers the questions around your program’s survival, and, often, your organization’s success. You will take away tactics to:
Design incentives and meetings intelligently
Measure results credibly, including deliverable and believable ROI
Justify past and defend current programs
Successfully gain support for new programs
BUSI 4940.001 Summer 5 Week 1 Class 1 Welcome.docxhumphrieskalyn
BUSI 4940.001 Summer 5 Week 1
Class 1: Welcome to our class!
1
A tough, challenging course
But so is management…and LIFE!
Identify and address strategic issues
Ambiguous, complex real-world issues
“Choice”, not solutions and answers
Five broad objectives:
Think – integrate; open; synthesis
Process – organized analysis & argument
Tools - mechanics
Communication – written/verbal
Teams – leverage for benefit; handle diversity
Not everyone wants to get into Management
General Overview
Name
Major
Something interesting -some suggestions----
about your work e.g. “I’m a bungee-jumping cord tester…”
About your family/home e.g. “I have 3 pet iguanas and 1 kangaroo”
About your hobbies/interests e.g. “I invented the internet.”
Syllabus
Blackboard Learn
Clickers – set up/test
CHANNEL 61
I’ve used clickers before
Yes
No
What’s a clicker?
I aspire to a management career
Yes
No
Not sure yet
Definition
A concrete expression of how an organization intends to compete and win in the marketplace
Strategy expressed in terms of
Goals
Product Focus and Market Focus
Value Proposition
Core Activities
What is Strategy?
Note the rising levels of risk, investment, uncertainty of implications, and time-frames as you move down the list below . . .
Choosing a cereal for breakfast
Making a withdrawal at the ATM
Purchasing an iPad
Purchasing a car
Sun-bathing
Getting an education
Being Strategic
They involve major investments
They have long-term implications, often in multiple areas
They often involve high levels of risk/uncertainty
The Nature of Strategic Actions
Remember that any action can be viewed as being strategic, depending on your frame of reference.
In the business context, your challenge is to think like the CEO, President or, General Manager of the organization, not as a VP of a functional area like Finance Marketing, Human Capital, etc. . . . ., and delineate those actions that are truly “strategic” from those that are “functional.”
The Nature of Strategic Actions
https://www.youtube.com/watch?v=Q96pCI8aOQQ
Which of these actions typically involve “strategic” decisions
for an organization?
Altering the products/services offered by the organization
Altering the markets serviced by the organization
Altering the way the organization creates value for its customers
Streamlining customer-service procedures
Increasing the size of the sales-force
Improving payment terms with buyers.
Switching to a different ERP-platform provider
Hiring a new marketing manager
On Being Strategic . . .
Which of these actions typically involve “strategic” decisions
for an organization?
Altering the products/services offered by the organization
Altering the markets serviced by the organization
Altering the way the organization creates value for its customers
Streamlining customer-service procedures
Increasing the size of the sales-force
Improving payment terms with buyers.
Switching to a different ERP ...
Manufacturing in Northeast Ohio: Where We Stand, Where We’re HeadedSkoda Minotti
What are the concerns and challenges of manufacturing companies in Northeast Ohio? How do they perceive opportunities and issues confronting them in 2019? Where are they allocating time, money and resources, and what is their rationale?
The Total Economic Impact Of An Innovation Program Driven by SpigitAJ Kennedy
Spigit provides enterprise innovation software and support services that help its customers stand up and manage enterprise innovation programs. Spigit commissioned Forrester Consulting to conduct a Total Economic ImpactTM (TEI) study and examine the potential return on investment (ROI) enterprises may realize by deploying its platform and leveraging its implementation, training, and strategy services as part of a broader innovation program. The purpose of this study is to provide readers with a framework to evaluate the potential financial impact of an innovation program with Spigit as its foundation.
#AMECWebinar – How Can PR Measurement Benefit Your Business?Gorkana
To coincide with the launch of the AMEC Education Programme on 30th Jan, we hosted a PR measurement webinar with AMEC and Booz Allen Hamilton, which provided PRs with practical knowledge to effectively measure communications activity and position in the context of an organisation's wider objectives.
Strategic Plan Part 3
By: Christopher Gilbert
BUS/475
Instructor: Dr. Steve Verrone
June 20, 2016
STRATEGIC PLAN PART 3
STRATEGIC PLAN PART 3
1
STRATEGIC OBJECTIVES SUMMARY (BALANCED SCORECARD).
STRATEGY
GOAL- What we want to accomplish
OBJECTIVES- How we are going to accomplish the goal
MEASURE
TARGET
SHAREHOLDER VALUE OR FINANCIAL PERSPECTIVE
Ensure financial benefits are maximized through smart and transparent financial systems.
Allocate budget to support business goals and objectives.
Provide investors with value- relevant information.
Increase market share which will improve our competitive position which will lead to sustainable profitability.
Stay relevant through innovation, respond to customers fast enough and use their ideas, buy off competitors and increase flexibility in operations.
Percentage of total market in the business printing sector
70%
Demonstrate cost savings in the organization as a result of business processes being streamlined.
Use process value analysis on all change initiatives in the organization.
Percentage of change initiatives that produced cost savings in the organization.
75%
PROCESS OR INTERNAL OPERATIONS PERSPECTIVE
Implement strategies to maximize resources and infrastructure present in Neon Software, Inc.’s facilities.
Make use of creativity and innovation in order to improve internal processes and keeps the business progressing.
Ensure high utilization of company facilities.
Improve process delivery
Create business project management process
The process is implemented in full.
PASS/ FAIL
Ensure effective implementation of initiatives
Initiative delivered project goals
Percentage of goals met
90%
Initiative delivered on time
Percentage of initiatives delivered on time
90%
Initiative delivered on budget
Percentage of initiatives delivered on budget
90%
CUSTOMER VALUE PERSPECTIVE
Maximize customer collaboration in order to identify and understand customer needs and expectations.
Deliver timely, accurate, and high-quality services and products to increase value and achieve customer satisfaction.
Products offered by Neon Software, Inc. to be affordable with the firm acting as a market leader.
Identify customer needs and inefficiencies and implement relevant solutions.
Map existing business processes
Number of business processes mapped
4
Facilitate the management of change in the company.
Change management plan implemented
PASS/ FAIL
Build effective customer relationships
Increase customer contacts
Number of new customer contacts per week
4
Learn and apply communication techniques
Number of feedback sessions
2 per person
LEARNING AND GROWTH (EMPLOYEE) PERSPECTIVE
Promote a culture and working environment that embraces growth and development.
Meet the needs of each of our employees which will more often than not result in employee engagement and employee satisfaction in general.
Ensure that employees are compensated sufficiently which will help with retention.
P&G: Implementing a Shark Tank Environment to Drive Innovation with Small Tec...Lora Cecere
P&G is a leader in supply chain management. With more than 60B$ in annual revenues, the Company understands that their processes can be overwhelming for small technology providers? What to do? Create a process and an organization to drive innovation. In this presentation, from the Supply Chain Insights Global Summit 2019, Michael Miller, explains the process.
Are you ready to innovate? Get your free Innovation Readiness AssessmentBryan Cassady
Think about your Bright Spots for growth...
Are you ready to innovate and want your organization to get smarter?
Most successful innovation programs start with some sort of formal or informal assessment. An assessment provides an objective view that can be used to put together an action plan to make innovation happen.
Our innovation assessment benchmark now includes over 300 companies.
Learn more in this presentation and then go to
www.fast-bridge.et/innovready/
To get your free Innovation Readiness Assessment.
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
When stars align: studies in data quality, knowledge graphs, and machine lear...
Barrows Measures 03.18.09
1. Measuring & Managing Innovation Ed Barrows, Lecturer Babson College Babson Executive Education March 18 th , 2009
2.
3. Most organizations claim innovation is critical to their future success… Source: JustElite.net , www.eons.com blogs.smh.com.au … sadly many fail to achieve their innovation goals
4. Perhaps the problem has something to do with the management system Survey Good Not Good … but more than 50% rated their performance measurement system for innovation as poor or less than adequate. … but only 30% have confidence in the organization’s ability to achieve results. … but 72% believe their organization has failed to meet its innovation objectives. 1 Frigo, M. and Littman, J., Strategy, Business Execution and Performance Measures , Strategic Finance, 2002. 2 Jonash, R and Donlon, B., Connecting the Dots: Using the Balanced Scorecard to Execute an Innovation Strategy, Balanced Scorecard Report, March-April, 2007 In a 2001 survey by the Institute of Management Accountants 1 60% of respondents indicating that innovation was a key feature in their company’s mission… In a 2005 Monitor Group Innovation Survey of senior business executives 2 89% recognize the importance of innovation…. In a 2006 Palladium/Monitor survey BSC Online members 2 79% of respondents believe innovation is important or critical to achieving long-term strategy…
5.
6. What are your challenges in measuring & managing innovation? ?
7. There are many definitions of innovation from the simple to complex Source: Yahgi, Bassil, The Moderating Effects of Performance Measurement Use on the Relationship between Organizational Performance Measurement Diversity and Product Innovation, Unpublished PhD Thesis, Cranfield University, 2006. Author Study Knight, 1967 An innovation is the adoption of a change , which is new to an organization and to the relevant environment. Innovation process is a special case of the process of change in an organization. They differ only in the novelty of the outcome. Thompson, 1967 The generation, acceptance and implementation of new ideas, processes, products, or services . Meyers & Marquis, 1969 A technical innovation is a complex activity which proceeds from the conceptualization of a new idea to a solution of the problem and then to the actual utilization of a new item of economic or social value. Zaltman, Duncan, & Holbeck, 1973 Innovation refers to any idea, practice, or product that is perceived as new by the potential unit of adoption. Utterback & Abernethy, 1975 Product innovations are new outputs or services that are introduced for the benefit of customers or clients. Burgelman & Sayles, 1988 Innovation refers to a company's efforts in instituting new methods of production and/or bringing new products or services to market. Drucker, 1998 Innovation is the effort to create purposeful change in an enterprise’s economic or social potential. Burgelman, Christensen, & Wheelwright, 2004 Innovations are the outcome of the innovation process , which can be defined as the combined activities leading to new, marketable products and services and/or new production and delivery systems.
8. Regardless, innovations themselves are a result of an innovation process A simple model of the innovation process Adapted From: Davila, T. , Epstein, M., and Shelton, R., Making Innovation Work, Wharton School Publishing, 2006 Inputs Tangible Resources Intangible Resources Systems Networks & Partnerships Process Creative Process Project Execution Development & Selection Platform & Portfolio Management Outputs Technology Leadership New Product Introductions Marketing Positioning Business Improvement Outcomes Revenue / Profit Growth Customer Mix Change Long-Term Value
9. But the innovation process must be managed as part of an overall business strategy The strategy map depicts and organization’s competitive strategy Shareholder Value New Revenue Sources Increase Customer Value Improve Cost Structure Improve Asset Utilization Price Quality Timeliness Relationship Service Brand Innovation Process Customer Management Process Operational Processes Social & Environmental Processes Skills & Competencies Technology Culture Leadership Financial Customer Internal Process Learning & Growth Customer Value Proposition Adapted From: Kaplan, R. and Norton, D. The Strategy-Focused Organization , HBSP, 2002 Inputs Process Outputs Outcomes
10. The key is to select the right innovation objectives and measures to support the strategy The strategy map depicts and organization’s competitive strategy Shareholder Value New Revenue Sources Increase Customer Value Improve Cost Structure Improve Asset Utilization Price Quality Timeliness Relationship Service Brand Innovation Process Customer Management Process Operational Processes Social & Environmental Processes Skills & Competencies Technology Culture Leadership Financial Customer Internal Process Learning & Growth Customer Value Proposition Adapted From: Kaplan, R. and Norton, D. The Strategy-Focused Organization , HBSP, 2002 Inputs Process Outputs Outcomes
11. And innovation can take specific forms within the strategy map Source: Jonash, R and Donlon, B., Connecting the Dots: Using the Balanced Scorecard to Execute an Innovation Strategy, Balanced Scorecard Report, March-April, 2007 Financial Objectives Customer Objectives Process Objectives Learning & Growth Objectives The strategy map innovation template
12. Let’s begin with Financial objectives and measures Adapted From: Davila, T. , Epstein, M., and Shelton, R., Making Innovation Work, Wharton School Publishing, 2006 Financial Stock Price/ROE/ROI Sales Growth Residual Income Revenue from Innovation Percentage Sales from New Products Financial Innovation Budget Product Mix Margin by Product Product Vitality Market Share
13. Next Customer objectives and measures Adapted From: Davila, T. , Epstein, M., and Shelton, R., Making Innovation Work, Wharton School Publishing, 2006 Customer New customers gained from innovation Sales per customer Customer satisfaction with innovation Customer attrition / retention Average Prices Paid by Customer Customer Customer Profitability New segment penetration/share Customer Conversion Brand Perception Share of total spend by customer
14. Internal Process objectives and measures Adapted From: Davila, T. , Epstein, M., and Shelton, R., Making Innovation Work, Wharton School Publishing, 2006 Internal Process Project Performance R&D Productivity Patents Granted Internal Process Development Time/Cost Mix of Innovation Projects Number of New Partners/Productivity
15. Finally Learning & Growth objectives and measures Examples of Innovation Measures Adapted From: Davila, T. , Epstein, M., and Shelton, R., Making Innovation Work, Wharton School Publishing, 2006 Learning & Growth Individual Obj. Linked to Innovation Free Time to Innovate Leadership Support of Innovation Innovation Competency Rate Learning & Growth Culture Climate for Innovation Job Application Rate % Compensation Linked to Innovation Cross Functional Initiatives
16. Create an innovation strategy for your organization Learning & Growth Internal Process Customer Financial Objectives / Measures Infuse Creativity into Workforce Build Innovation Process Skills Establish Platform for Innovation Partner with Experienced Patent Holder Build Innovation Pipeline Price Perception Product Newness Perception Sales from Products < 1 Year Old Gross Sales Gross Sales ($) Sales from New Products ($) Customer Newness Rating Customer Price Rating Number of Products per Pipeline Stage Status of Partnership Agreement Innovation Platform Readiness Number of New Ideas Innovation Process Training Complete