The document proposes the Berkeley Innovation Index (BII) as a way to measure and diagnose innovation capabilities in individuals and organizations. It discusses limitations of traditional innovation metrics like patents and R&D spending. The BII aims to provide a holistic and multi-layered approach that measures innovation capabilities across different fields, including strategy, culture, operations, mindsets, and tactics. It seeks to create a more accurate and diagnosable way to measure innovation when considering these various levels.
Strategic Sensitivity and Innovative Capabilities of Software Development Com...ijtsrd
This work tends to review the issues of strategic sensitivity and innovative capability among software development companies in South South, Nigeria. Innovative capability is define as the holistic, comprehensive, and all encompassing ability of an entire organization to respond to changes in the business environment with actions that deliver real value to the organization. Strategic sensitivity describes organizations' scanning ability and knowledge development about its context, the internal assessment of its capacities and its alignment of functions and behavior in a manner that advances it towards its goals and objectives. The issue that this works intends to address is the negligence that is given to the contextual business issues which has led to lose of sensitive data, disruption of work, damage to the brand image, and company reputation. Findings revealed that strategic sensitivity relatewith innovative capability among software development companies in south south, Nigeria. The study conclude that for organization to be able to stay relevant such a firm must ensure that its operations efficiency, management capability and personnel must be competent to allow for the organization to be able to achieve its goals and objectives. Therefore, we recommend that software development companies should have the right staff with the proper skills and competencies if the will want to stay relevant in the software development industry. Also modern management styles and operational techniques must be put in place for a better and sustainable advantage. Agbeche, Aaron | Lawrence, Damiete Onyema | Okechukwu, Prince Jumbo | Elechi, Bobby Chime "Strategic Sensitivity and Innovative Capabilities of Software Development Companies in South-South, Nigeria" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-6 , October 2021, URL: https://www.ijtsrd.com/papers/ijtsrd47706.pdf Paper URL : https://www.ijtsrd.com/management/strategic-management/47706/strategic-sensitivity-and-innovative-capabilities-of-software-development-companies-in-southsouth-nigeria/agbeche-aaron
The document summarizes a literature review on business models. It finds that definitions of business models lack consistency but are used to explain three phenomena: e-business/IT use in organizations, strategic issues like value creation and firm performance, and innovation/technology management. The review identifies common definitions for e-business models and components like value streams. It discusses strategic marketing in e-business and monetization through fee and free models.
This document provides a research proposal on using design processes and methods in large organizations like Volvo Group. It includes:
1. An overview of the research strategy which involves observing Volvo's current design situation, gathering case studies from other companies, and developing new design tools and methods to propose changes to Volvo's hierarchies.
2. A literature review on design management including challenges of implementing design in large companies and measuring its value.
3. An explanation of the framework including concepts like integrated design management and the role of design in corporations.
The proposal aims to create influence on Volvo's hierarchies to use design more effectively through redesigning relationships and decision making tools, and providing new ways for
Early Enterprise 2.0 perspectives (circa 2005) from Stephen Danelutti of netoCiety. Essentially covers the functions of innovation and change in business transformation efforts supported by social software.
BCG has extensive experience supporting PMIs, particularly growth oriented complex technology integrations. Learn more about BCG's approach, tools, and perspective on what makes software integrations different.
The Total Economic Impact of Using ThoughtWorks' Agile Development ApproachThoughtworks
This document analyzes the total economic impact of using ThoughtWorks' agile development approach based on interviews with four client organizations. It finds that clients saw benefits such as improved efficiency and quality from ThoughtWorks' experienced staff, and earlier delivery of key business requirements through the agile methodology. The analysis estimates potential returns on investment of 23-66% over three years for clients. It provides a framework for organizations to evaluate the potential costs and benefits of engaging ThoughtWorks for agile software projects.
Total Economic Impact of ThoughtWorks Distributed Agile ApproachThoughtworks
- The document is a case study summarizing the findings of an analysis of the potential return on investment (ROI) from using ThoughtWorks' agile development approach on a software project for a US-based insurance and financial services organization.
- Key findings include an estimated ROI of 41-56% over 3 years from using ThoughtWorks, compared to an estimated 4% ROI if they had not used ThoughtWorks. Benefits came from increased efficiency, reduced defects, and delivering business requirements sooner.
- The analysis examined costs of ThoughtWorks' services, estimated at 54% of the total project costs, and potential benefits and savings from things like reduced rework, support staff needs, and accelerated timeline for realizing benefits compared
The document introduces the Agile Thinking framework, which is a unified methodology for building an efficient, agile and impactful innovation system within organizations. It is based on the author's experience delivering innovation in global corporations. The framework focuses on execution as the central pillar and incorporates principles of accountability and flexible resource deployment to design adaptable organization structures for reliably bringing new ideas to market. It takes a holistic view of innovation capabilities in the context of business needs, strategy and existing processes to integrate critical skills and support systems with organizational structures. This ensures cross-functional engagement, efficient use of resources, and overcoming barriers to innovation delivery.
Strategic Sensitivity and Innovative Capabilities of Software Development Com...ijtsrd
This work tends to review the issues of strategic sensitivity and innovative capability among software development companies in South South, Nigeria. Innovative capability is define as the holistic, comprehensive, and all encompassing ability of an entire organization to respond to changes in the business environment with actions that deliver real value to the organization. Strategic sensitivity describes organizations' scanning ability and knowledge development about its context, the internal assessment of its capacities and its alignment of functions and behavior in a manner that advances it towards its goals and objectives. The issue that this works intends to address is the negligence that is given to the contextual business issues which has led to lose of sensitive data, disruption of work, damage to the brand image, and company reputation. Findings revealed that strategic sensitivity relatewith innovative capability among software development companies in south south, Nigeria. The study conclude that for organization to be able to stay relevant such a firm must ensure that its operations efficiency, management capability and personnel must be competent to allow for the organization to be able to achieve its goals and objectives. Therefore, we recommend that software development companies should have the right staff with the proper skills and competencies if the will want to stay relevant in the software development industry. Also modern management styles and operational techniques must be put in place for a better and sustainable advantage. Agbeche, Aaron | Lawrence, Damiete Onyema | Okechukwu, Prince Jumbo | Elechi, Bobby Chime "Strategic Sensitivity and Innovative Capabilities of Software Development Companies in South-South, Nigeria" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-6 , October 2021, URL: https://www.ijtsrd.com/papers/ijtsrd47706.pdf Paper URL : https://www.ijtsrd.com/management/strategic-management/47706/strategic-sensitivity-and-innovative-capabilities-of-software-development-companies-in-southsouth-nigeria/agbeche-aaron
The document summarizes a literature review on business models. It finds that definitions of business models lack consistency but are used to explain three phenomena: e-business/IT use in organizations, strategic issues like value creation and firm performance, and innovation/technology management. The review identifies common definitions for e-business models and components like value streams. It discusses strategic marketing in e-business and monetization through fee and free models.
This document provides a research proposal on using design processes and methods in large organizations like Volvo Group. It includes:
1. An overview of the research strategy which involves observing Volvo's current design situation, gathering case studies from other companies, and developing new design tools and methods to propose changes to Volvo's hierarchies.
2. A literature review on design management including challenges of implementing design in large companies and measuring its value.
3. An explanation of the framework including concepts like integrated design management and the role of design in corporations.
The proposal aims to create influence on Volvo's hierarchies to use design more effectively through redesigning relationships and decision making tools, and providing new ways for
Early Enterprise 2.0 perspectives (circa 2005) from Stephen Danelutti of netoCiety. Essentially covers the functions of innovation and change in business transformation efforts supported by social software.
BCG has extensive experience supporting PMIs, particularly growth oriented complex technology integrations. Learn more about BCG's approach, tools, and perspective on what makes software integrations different.
The Total Economic Impact of Using ThoughtWorks' Agile Development ApproachThoughtworks
This document analyzes the total economic impact of using ThoughtWorks' agile development approach based on interviews with four client organizations. It finds that clients saw benefits such as improved efficiency and quality from ThoughtWorks' experienced staff, and earlier delivery of key business requirements through the agile methodology. The analysis estimates potential returns on investment of 23-66% over three years for clients. It provides a framework for organizations to evaluate the potential costs and benefits of engaging ThoughtWorks for agile software projects.
Total Economic Impact of ThoughtWorks Distributed Agile ApproachThoughtworks
- The document is a case study summarizing the findings of an analysis of the potential return on investment (ROI) from using ThoughtWorks' agile development approach on a software project for a US-based insurance and financial services organization.
- Key findings include an estimated ROI of 41-56% over 3 years from using ThoughtWorks, compared to an estimated 4% ROI if they had not used ThoughtWorks. Benefits came from increased efficiency, reduced defects, and delivering business requirements sooner.
- The analysis examined costs of ThoughtWorks' services, estimated at 54% of the total project costs, and potential benefits and savings from things like reduced rework, support staff needs, and accelerated timeline for realizing benefits compared
The document introduces the Agile Thinking framework, which is a unified methodology for building an efficient, agile and impactful innovation system within organizations. It is based on the author's experience delivering innovation in global corporations. The framework focuses on execution as the central pillar and incorporates principles of accountability and flexible resource deployment to design adaptable organization structures for reliably bringing new ideas to market. It takes a holistic view of innovation capabilities in the context of business needs, strategy and existing processes to integrate critical skills and support systems with organizational structures. This ensures cross-functional engagement, efficient use of resources, and overcoming barriers to innovation delivery.
Also known as Halloween or Halloween, it is a modern party m result of syncretism caused by the Christianization of the festivals of summer weekend of Celtic origin
La energía mareomotriz se produce a través del movimiento generado por las mareas, el cual hace girar turbinas conectadas a generadores eléctricos. Esta energía renovable se puede aprovechar en estuarios, desembocaduras de ríos y debajo del océano. Existen tres métodos principales para generar energía mareomotriz: generadores de corriente de marea, presas de marea y energía mareomotriz dinámica.
El documento presenta las clases león, tigre, perro y humano, con sus datos y métodos. Cada clase pertenece a un género y familia diferente, pero todos son mamíferos carnívoros. También incluye una clase teosteros sin datos ni métodos definidos.
Bill Gates siempre tuvo interés en las computadoras desde una edad temprana. Él y Paul Allen crearon una versión de BASIC para la computadora Altair 8800, lo que llevó a la fundación de Microsoft. Gates cree que el futuro es llevar una computadora personal a cada hogar y que Internet será fundamental para compartir información entre usuarios. A medida que la tecnología continúe avanzando, las computadoras se volverán más pequeñas y asequibles para todos.
Implementing Innovation in Organizations: TrendsSpotting's Innovation Assessm...Taly Weiss
The document describes an innovation assessment methodology used by TrendsSpotting Research to help organizations implement innovation. The methodology involves two stages: 1) Exploratory research through interviews with senior executives to understand perceptions of innovation challenges. 2) An employee innovation survey to analyze perceptions of innovation implementation, identify opportunities for improvement, and form a basis for ongoing success measurement. The survey examines factors like leadership, culture, and performance across idea generation, selection, development and commercialization stages. TrendsSpotting uses this research to provide organizations with recommendations to improve innovation readiness.
The document discusses innovation in the public sector. It describes innovation as an embedded process that is tied to organizational elements and depends on groups rather than individuals. The document outlines different approaches to generating innovation, including leadership approaches and building innovative teams. It also discusses the importance of an innovative culture that encourages risk-taking and diversity. The document notes that while the public sector can be resistant to change, increasing pressures are forcing innovation, and outlines some of the challenges public organizations face in building leadership capacity and driving innovation.
The Impact of Leadership on Creativity and Innovationinventionjournals
This article aims to identify the role of leadership in influencing creativity management and innovation management in the organization. From this point, this study tries to drive the thinking of economic companies that taking benefits from creativity and innovation requires their good management inside the company. For that the companies needs to focus on good leadership. Therefore, we are trying through this intervention to clarify the impacts of leadership on creativity and the innovation in the organization. In addition, among the most important results reached in this intervention, is that the meaning of creativity is the tendency to generate or recognize ideas, alternatives, or possibilities, and innovation is turning these new and imaginative ideas into reality to help organizations in achieving its goals. To develop creativity, the organization must have a flexible structure that ensures a good culture that the leader could provide the right climate to his employees, inspire them, and motivate them, so they could have the ability to generate artful ideas. Moreover, to apply innovation, the organization must have the culture that accept change and put leaders that could make employees feel the necessity to innovate and to do more initiatives in order to achieve organization’s goals
Also known as Halloween or Halloween, it is a modern party m result of syncretism caused by the Christianization of the festivals of summer weekend of Celtic origin
La energía mareomotriz se produce a través del movimiento generado por las mareas, el cual hace girar turbinas conectadas a generadores eléctricos. Esta energía renovable se puede aprovechar en estuarios, desembocaduras de ríos y debajo del océano. Existen tres métodos principales para generar energía mareomotriz: generadores de corriente de marea, presas de marea y energía mareomotriz dinámica.
El documento presenta las clases león, tigre, perro y humano, con sus datos y métodos. Cada clase pertenece a un género y familia diferente, pero todos son mamíferos carnívoros. También incluye una clase teosteros sin datos ni métodos definidos.
Bill Gates siempre tuvo interés en las computadoras desde una edad temprana. Él y Paul Allen crearon una versión de BASIC para la computadora Altair 8800, lo que llevó a la fundación de Microsoft. Gates cree que el futuro es llevar una computadora personal a cada hogar y que Internet será fundamental para compartir información entre usuarios. A medida que la tecnología continúe avanzando, las computadoras se volverán más pequeñas y asequibles para todos.
Implementing Innovation in Organizations: TrendsSpotting's Innovation Assessm...Taly Weiss
The document describes an innovation assessment methodology used by TrendsSpotting Research to help organizations implement innovation. The methodology involves two stages: 1) Exploratory research through interviews with senior executives to understand perceptions of innovation challenges. 2) An employee innovation survey to analyze perceptions of innovation implementation, identify opportunities for improvement, and form a basis for ongoing success measurement. The survey examines factors like leadership, culture, and performance across idea generation, selection, development and commercialization stages. TrendsSpotting uses this research to provide organizations with recommendations to improve innovation readiness.
The document discusses innovation in the public sector. It describes innovation as an embedded process that is tied to organizational elements and depends on groups rather than individuals. The document outlines different approaches to generating innovation, including leadership approaches and building innovative teams. It also discusses the importance of an innovative culture that encourages risk-taking and diversity. The document notes that while the public sector can be resistant to change, increasing pressures are forcing innovation, and outlines some of the challenges public organizations face in building leadership capacity and driving innovation.
The Impact of Leadership on Creativity and Innovationinventionjournals
This article aims to identify the role of leadership in influencing creativity management and innovation management in the organization. From this point, this study tries to drive the thinking of economic companies that taking benefits from creativity and innovation requires their good management inside the company. For that the companies needs to focus on good leadership. Therefore, we are trying through this intervention to clarify the impacts of leadership on creativity and the innovation in the organization. In addition, among the most important results reached in this intervention, is that the meaning of creativity is the tendency to generate or recognize ideas, alternatives, or possibilities, and innovation is turning these new and imaginative ideas into reality to help organizations in achieving its goals. To develop creativity, the organization must have a flexible structure that ensures a good culture that the leader could provide the right climate to his employees, inspire them, and motivate them, so they could have the ability to generate artful ideas. Moreover, to apply innovation, the organization must have the culture that accept change and put leaders that could make employees feel the necessity to innovate and to do more initiatives in order to achieve organization’s goals
ILRI Seminar_Presentation by AHall_Our search for effective research and inno...Food_Systems_Innovation
International agricultural research has long searched for effective models to connect research to innovation and impact with mixed success. This has led to a need to invest in understanding innovation practice through learning rather than reliance on universal models. The document argues that establishing a scientific basis to link multi-stakeholder partnership practice with impact requires a framework and evidence on what works. The CGIAR is well positioned to contribute knowledge on how innovation processes work and to develop practices that enable effective contribution to impact.
The document discusses a survey of healthcare stakeholders about factors that influence innovation and the impact of process management methods. The survey found that using process management methods is strongly correlated with success in innovation. Specifically, organizations that did not use process management struggled in most factors the authors identified as important for innovation, including blending cultures, using people and technology together, creating roadmaps, and others. The authors conclude that properly managing uncertainties, rather than overly controlling the innovation process, allows process management to positively support an organization's innovative abilities.
Mobilising Evidence for Good Governance - OECD Presentation by Stéphane Jacob...OECD Governance
OECD Presentation by Stéphane Jacobzone on Mobilising Evidence for Good Governance. For further information see: http://www.oecd.org/gov/mobilising-evidence-for-good-governance-3f6f736b-en.htm
Innomantra Viewpoint - Getting Bold innovation Right v1.0 Innomantra
Getting ‘BOLD INNOVATION’ Right
By Neelima Joseph & Lokesh Venkataswamy
The element ‘SUPPORT’ finds relevance in the innovation management system. To manage innovation effectively, the organization should jump in and facilitate the required resources for establishing, implementing, maintaining, and continual improvement of the innovation management system. The resources come in different forms such as Time, Knowledge, Financial resources, Infrastructure, and Human resources. For effective implementation of the standard, organizations are responsible for determining, providing, and managing the right people. Organizations must identify and develop teams with diverse backgrounds, to enhance cross-pollination and leverage the collective competence of the organization (ISO 56002:2019).
The element 'SUPPORT' encompasses the following sub-clauses, which are the different ways in which support could be extended:
1) Evaluation and impact assessment approaches can be categorized based on their goals (formative, summative, developmental) and methods (qualitative, quantitative, mixed).
2) In organizations like the CGIAR, impact assessment was initially implemented to ensure accountability but now aims to facilitate organizational learning.
3) For impact assessment to influence organizational change in the CGIAR, it needs to help build consensus on needed reforms, develop new frameworks for analyzing social processes, and work with coalitions of supportive stakeholders.
Corporate foresight can support the strategic management of innovation by delivering long term orientation, guiding the idea creation process and support decision making to enter new technological development projects. While companies use foresight projects for a many years, little systematic knowledge is available about the effects, impacts and best practise of foresight activities. Empirical studies have shown, for instance, that foresight activities are organised rather emergent than on basis of assured academic knowledge. Indeed, companies lack sufficient method and organisational integration know-how (e.g. Becker 2002). The presentation develops propositions for the successful organisation and implementation of corporate foresight projects and its deployment in innovation management.
Organisation Effectiveness Assessment looks at some diagnostic models that can help diagnose the problems of organisations and how to find solutions to such problems. Consults need to have skills in how to assess organisations for change, efficiency or funding in the case of non-profit organisations.
The Slides cover:
1. What is an organisation?
2. The Open Systems Model
3. What is organisational effectiveness?.
4. Approaches to measuring organisational effectiveness
5. What is organisational Analysis?
6. Organisational Analysis Cycle
7. Purposes and perspectives of organisational analysis.
8. Data Collection Methods. (Imagery; questionnaire; interviews;Observation;Focus groups; Secondary material, etc.
9. Advantages and Disadvantages of Data Collection Methods
10.Use of appropriate organizational diagnostic models to assess organisations.
a. Kurt Lewin’s Force Field Model;
b. Likert’s Management System Model;
c. McKenzie’s 7S Model;
d. Weisbord 6-Box Model
11. Organisational Capacity Assessment Tools (OCAT).
a. Why conduct Organisational Capacity Assessment?
b. Organisational Capacity Assessment Process;
c. Application of an OCAT Tool
Writing an Organisational Assessment Report.
2013 cambridge rtdi policies in turkey,mete cakmakci, president, technology ...How2Innovation
This document summarizes observations from a study on RTDI policies in Turkey. It notes that while political ownership is important, an effective institutional capacity is also needed. Building innovation ecosystems takes time and creative thinking rather than just implanting models. Policy needs to balance supporting existing sectors with developing new knowledge-intensive sectors. Performance monitoring is essential but difficult, and more funding does not necessarily create more value without smart delivery approaches.
This document provides an overview of a research report on enhancing innovative working in employees and organizations. The report aims to define characteristics of innovative working, explore factors that facilitate or inhibit innovation, and provide guidance on how to promote innovation. It includes a literature review, case studies, and a survey of over 850 organizations. The report is divided into seven parts that cover the background, impact of recession, characteristics of innovators, organizational influences, management practices, recommendations, and conclusions. It identifies leadership, culture, diversity, training, and cross-functional teams as key to fostering innovation.
This document summarizes Praveen Gupta's article about adapting John Kotter's model of leading change to managing innovation in organizations. The key points are:
1. Kotter's eight-stage process for leading change is adapted to driving innovation in corporations by establishing urgency for innovation, creating a guiding coalition, developing a vision and strategy, and communicating the change vision.
2. A new "Brinnovation" framework is presented that builds on employees' talents and simplifies the innovation process with strategies, rules, and a methodology.
3. Creating a culture of innovation requires changing organizational practices to inspire, implement, and reward innovations, such as emphasizing growth over short-term profits and inspiring employee
Corporate entrepreneurship as a strategic approach for internal innovation pe...Ying wei (Joe) Chou
This document discusses corporate entrepreneurship as a strategic approach for improving internal innovation performance. It reviews literature on corporate entrepreneurship and the relationship between intrapreneurship and strategic models. The paper proposes a conceptual framework that focuses on internal innovation over external mergers and acquisitions. Key factors for enhancing internal innovation include developing systems to motivate innovative behavior, concentrating entrepreneurial ventures, and educating employees on corporate entrepreneurship. Implementing strategic approaches can help corporations innovate internally and improve growth and profits, while accepting failure as part of the innovation process.
Organizational Innovation Report by TrendsSpotting: Implementing innovation i...Taly Weiss
In this review we collects insights from academic research, leading analysts and consultancies and observe related case studies, to come up with best practices for the implementation of innovation in organizations. We review models for innovation leadership, culture, innovation strategy and goals; discuss mechanisms for learning and knowledge sharing, and review the required set of incentives and rewards. Focusing on Innovation challenges we collect insights and best practices regarding strategy alignment, management support, idea generation and commercialization, speed, lean processes, innovation events and sharing platforms as well as innovation metrics. In search for optimal innovation implementation methods, we review studies on high performing companies and present case studies on how innovative companies implement innovation in their organization.
The 130 page PPT report “Organizational Innovation: Implementing innovation in organizations” is targeted at innovation stakeholders and aids in structuring the organization towards effective innovation.
This is a sample report.
EurekaConnect Executive Forum Sept 2015 Summary and updateCurtis Sprouse
The document discusses the gap between medical research and implementation of new technologies and treatments. It summarizes a conference that brought together leaders from industry, academia, investment, and government to address this gap. The conference participants agreed to establish two initiatives: 1) an educational non-profit called the Institute for Biomedical Entrepreneurship to train researchers in commercialization, and 2) a for-profit development corporation to fund and support translation of innovations to products. Initial steps have been taken to incorporate these organizations, including electing boards and identifying executive directors. The initiatives aim to launch educational programs in 2017 and begin funding projects to bridge the gap between research and real-world impact.
CONCEPTS OF INNOVATION MANAGEMENT2 Conce.docxpatricke8
CONCEPTS OF INNOVATION MANAGEMENT 2
Concepts of Innovation Management
Abiodun Fasawe
NorthCentral University
TIM 7001: Changing Times: Managing Technology & Innovation in the 21st Century
Dr. Nicholas Harkiolakis
May 24, 2020
1
Introduction
Innovation mainly happens with the help of technology. It is through innovation that man people comes up with new ideas and solutions to problems we face in our day to day lives. Technology is a branch of knowledge that brings about innovation due to the evolution of technology. Technology involves the methods, skills, and processes together with techniques required in production and scientific investigations. Technology is considered to be broad and fits in categories of communication and information, computer science, and computer engineering among others. The above categories are subject to improvements or disruption by humans at any time. The manipulation of technology goes through a process called innovation. Technology is applicable in many fields such as mathematics, historical knowledge, scientific engineering, transport and linguistics, business, and environmental conservation practices among others. Comment by Dr. H: This is self-referencial. It like telling technology helps technology grow Comment by Dr. H: Where did you find this definition? Comment by Dr. H: Do you mean it grows through innovations Comment by Dr. H: What do you mean by this? Comment by Dr. H: Is there engineering that is not scientific Comment by Dr. H: There is no citation support in this paragraph. Please note that unless you support with citations from peer-reviewed research journal or government sources your material is considered an opinion piece and as such it is not appropriate for research writing.This is a serious issue and you need to address it throughout as it greatly impacts your grade
Innovation involves the creation and application of new ideas, thoughts or solutions in the day-to-day problems, expectations, and needs. For the idea to qualify to be an innovation, it should satisfy a particular need and at a cost. The ideas are converted into useful products. Innovation takes place to provide more effective and efficient products, services, processes, and technologies. These are made available for sale in the markets, society, or the government. Innovations are classified into two major categories: Comment by Dr. H: Whose problems, expectations and needs? Comment by Dr. H: According to whom?
· Evolutionary innovations also called continuous evolutionary innovation which is as a result of gradual improvements in technology and,
· Revolutionary innovations also known as discontinuous innovations. There are often disruptive and new.
Innovation is crucial in any organization and it presents the need to create a department and a manager for the same. It will require a deeper understanding of the consumer needs before undertaking th.
The document discusses creativity and innovation in business, covering topics such as the characteristics and components of innovation, different models of the innovation process, factors that influence innovation, and how organizations can foster cultures and structures to promote innovation. It provides an overview of key aspects of managing innovation, including organizing structures for innovation, strategies to encourage a creative climate, and approaches to research and development management.
Rewarding Great Ideas - Can Incentives Encourage Organizational InnovationErik R. Larson
The document discusses innovation in organizations based on surveys of CEOs and HR/compensation professionals. Some key findings:
- Innovation is seen as a top priority for CEOs, second only to human capital. It is increasingly important as companies seek sustainable growth.
- Creating an innovative culture requires engaging employees to think more broadly about their roles and allowing experimentation. Employees must also be rewarded for contributions outside their normal duties.
- While incentives are debated, some evidence suggests correctly designed rewards can encourage innovation if employees are focused on new ideas rather than just replicating what works.
- A survey found most companies see innovation as everyone's responsibility rather than just R&D. Senior leadership, HR, and
Rewarding Great Ideas - Can Incentives Encourage Organizational Innovation
BII
1. Berkeley Innovation Index*
: An Approach for
Measuring and Diagnosing Individuals’ and
Organizations’ Innovation Capabilities
February 1, 2016
Authors
Ikhlaq Sidhu, Jean-Etienne Goubet, Hilary Weber, Alexander Fredh-Ojala,
Charlotta Johnsson, Jan Christopher Pries
This paper was created in an open environment as part of a program within the Sutardja Center for Entrepreneurship &
Technology and led by Prof. Ikhlaq Sidhu at UC Berkeley. There should be no proprietary information contained in this paper. No
information contained in this paper is intended to affect or influence public relations with any firm affiliated with any of the
authors. The views represented are those of the authors alone and do not reflect those of the University of California Berkeley.
* www.berkeleyinnovationindex.org
2. Sutardja Center for Entrepreneurship & Technology Technical Report 2
2
Berkeley Innovation Index: An Approach for Measuring and Diagnosing Innovation
Abstract
Innovation is widely recognized as an important variable to create competitive advantage and
drive economic growth. Innovation is also a relatively vague concept, but the absence of it
results in stagnation and loss of competitive behaviors. Innovation capability is the ability to be
innovative, and is a characteristic of individuals as well as organizations. The issue with learning
and executing “innovation” is that it is often removed from actual situations, too theoretical, not
time-ordered, and not holistic.
In this concept paper, we contend that if Innovation cannot be measured, then it is inherently
difficult for any person or organization to improve their ability to be innovative. Most past
measures have not been insightful or holistic. For example, the numbers of patents or the
amount of money spent on R&D have not shown any causality with organizations ability to be
innovative.
Berkeley Innovation Index (BII) is a concept and an open project to offer simple yet powerful
ways to measure innovation capability in a holistic sense. These measures, models and tools are
based on previously published research findings. The approach is also intended to cover layers
of innovation that range from the following fields: 1) Strategy and Leadership, 2) Innovation
Culture from an Organization’s Viewpoint, 3) Organizational Operations and Measures across
functions, 4) Mindset: The Innovation DNA of the People, 5) Tactical measures
When measured and considered across all levels, we believe that innovation measurement
process can be made more accurate and even more diagnosable.
3. Sutardja Center for Entrepreneurship & Technology Technical Report 3
3
Berkeley Innovation Index: An Approach for Measuring and Diagnosing Innovation
Historical Background and Traditional Indicators for
Innovation
In order to characterize the innovation performance of a firm, a broad range of metrics has been
(and are still) used, such as the number of patents, labor productivity, R&D spending, revenues
due to products launched in the last 3 years. However, these measures lack precision and do not
take into account the cause and consequences. Moreover, many studies have produced results
showing that there was no significant relation between R&D expenses and profits, and therefore,
they have not accounted for innovation (Jaffe, 1986).
Some metrics analyze the number of patents filed by companies, arguing that one of the criteria
for a patent to be granted is that the technology has to be new. But patents are technology
oriented and a new technology does not always make a great innovation, the same way that a
great innovation does not necessarily require a major technological breakthrough. Moreover,
many firms have begun to adopt a “trolling” strategy, filing large numbers of patents just to block
potential competitors. Consequently, there is no substantive link between the number of patents
and innovation in these cases.
A wide range of consulting-based approaches have also been developed to analyze a company’s
strategy or to assess its performance. For example, from a top-down financial strategy
perspective, the BCG matrix has traditionally been used to compare different business units
within companies according to their expected market growth of market share. At the other end
of the spectrum, even product level design-thinking oriented strategies have emerged and been
adopted by traditional firms (cf. McKinsey recently bought Lunar, a large design consulting
company).
Overall, the existing variables for innovation analysis mostly use a quantitative approach
inherited from financing methods.
Tools Have Been Developed to Take Innovation Into Account
As innovation is increasing in importance as an element in companies’ strategies, the time to
market is getting shorter and existing tools are not sufficiently adaptable to these rapid changes
due to the apparition of new variables. This has led to the creation of new metrics and studies in
the area which are increasing the accuracy as a general trend:
The approaches used in most new tools are derived from:
a) Financial analysis: Innovation Premium, based on the gap between the expected value of the
company and its market valuation, is used to rank the most innovative companies. Real option
theory, which gives an estimated value of a company, is based on the aggregated potential
output value of its innovation projects according to several scenarios. Tools like the balanced
scorecard (from portfolio analysis) are designed to help firms’ management teams to improve
4. Sutardja Center for Entrepreneurship & Technology Technical Report 4
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multi-project management methods. This approach places emphasis on portfolio management
tools that promotes ideas sharing between units in the company and between different types of
projects.
b) Organizational and culture analysis: Some studies have shown how important it is for a
company to be considered innovative nowadays. One of the desired outputs of any innovative
project (even if it failed) is that it improves the image or brand reputation of the company (see
“full value” analysis (Maniak, 2015)).
c) Knowledge reuse and “Learning by doing”: More and more, the “right to fail” has fostered new
managements habits, putting higher value on the learning experience. But how can we extract
value from failed projects? The success of a current innovative project can be explained by the
failure of a previous project years ago. Many famous innovations were born because the first
objective failed to be reached, but people learned how to use what they found; this is called
serendipity. Also, larger industrial firms have produced innovative results by reusing technology
from previous projects to use it in different sectors (Chapel, 1997). It is called “multi-project
lineage management” (Midler, 1995). Finally, some researchers have managed to map the
knowledge used in a project and its trajectory throughout time (the Concept-Knowledge theory,
Hatchuel et al., 2002).
d) Open Innovation: Innovation outsourcing has become a key variable in the race to innovation
(Chesbrough, 2003), as it illustrates the ability of a company to tap into technology that emerges
from outside its perimeter, such as startups or universities. In these cases, it shows how the
company accepts the fact that the best innovation does not necessarily come from its own R&D
facilities.
e) Considering Creativity: An emphasis on the role of creativity has begun to emerge. More and
more companies rely on creativity management to boost their “creativity capital”. Methods like
TRIZ or Six Thinking Hats (de Bono, reference) help teams and individuals to be more creative
and to use their new ideas for the benefit of the business. Other methods can help to measure the
creativity of a person, such as the Guilford Method (reference), which is based on a person’s
divergent thinking ability. These methods aim at triggering new forms of creativity and
therefore, lead to a new need for measurement of creative capacities based on various factors,
e.g. the number of ideas shared, their eccentricity level (see the Taxonomy of creative design), or
the social value of the ideas (see Csikszentmihalyi’s Systems Model).
However, even if these tools and studies are slowly taking into account the specificities of
creativity and its role in fostering innovation, which is as complex as it is unpredictable, we posit
that some variables have been omitted. Indeed, some variables are internally or externally
focused, some are past or future focused, and can provide a good insight on the previous activity
of a company. But almost none of them take the individuals’ entrepreneurship skills and
mindsets into account, which are needed to pursue the realization of new ideas.
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There are still limitations to these approaches
Using financial tools to assess innovation projects leads to incorrect valuation of these projects.
In “Innovation Killers” (Christensen, HBR 2008), author Clayton Christensen describes the
variables that can suffocate innovation projects and calls out an over-emphasis on financial
aspects. These variables omit other determinant variables such as creativity, behaviors and
mindset, as well as culture (i.e. how people work innovatively with each other). These variables
are also difficult to analyze through classical indicators as they are closely linked to the
psychological profiles of stakeholders (employees, intrapreneurs, suppliers and partners,
outsourced entrepreneurs, etc.). This is why we propose a new set of variables based on the data
collected from assessment surveys that incorporate the psychological profiles of individuals.
Our study reveals that there exist another way of measuring an ability to innovate, based on
psychological profiles of employees. We believe that a psychological analysis of a company’s
employees may be a complementary level of analysis to the Culture/Organization, Operations
and Strategy levels.
We also note that metrics derived from previous methods are often past-oriented and do not
give a correct overview of the future abilities of the firm to innovate. Future-oriented metrics
that are strongly linked to the innovative capabilities of startups and established firms could also
be utilized by venture capitalists or investment companies that are focusing on the longer-term
output of their investments.
The Berkeley Innovation Index: An Approach based on
the Berkeley Method of Entrepreneurship
The BII project includes some of the traditional approaches to measuring innovation, however it
extends these approaches with a machine learning, survey-based and data-driven approach to
measure innovation based on psychological profiles of individuals and their perceptions of the
organizational culture. The BII provides a quantitative approach to innovation measurement
based on individual and workgroup surveys.
Berkeley Innovation Index is both a concept and an open project to offer simple ways to measure
innovation, but in a holistic sense. These measures, models and tools are based on previously
published research findings. The approach is also intended to cover layers of innovation that
range from the following:
1) Strategy and Leadership, (such as BCG)
2) Innovation Culture from an Organization’s Viewpoint, (Workgroup Culture)
3) Organizational Operations and Measures across functions, (Workgroup Culture)
4) Mindset: The Innovation DNA of the People (Innovation Mindset)
5) Tactical measures (situation based measures)
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When measured and considered across all levels, we believe that innovation measures can be
made more accurate and that the process can now be even more diagnosable.
The First New Elements of BII include Mindset and Workgroup Culture
Based on previous studies that resulted in breakthrough findings on the impact of Comfort Zone
on Entrepreneurship Potential, we want to look into the employee’s mindset and analyze their
current capacity for creativity. We know that individuals who express entrepreneurial and
innovative behavior are more likely to be successful at creating while in uncertain and risky
environments than the average population. We want to illustrate the strong correlation that
exists between the creative and entrepreneurial psychological profiles of individuals and their
innovative outputs.
Innovation Mindset
An 18-item short-questionnaire was constructed to survey mindset of an entrepreneur. The
Berkeley Mindset of an Entrepreneur Questionnaire (BMEQ-18) was designed for use in higher
education and research. The BMEQ-18 operationalizes a game-based method for teaching
entrepreneurship and employs psychological questionnaire scales. The development of the
BMEQ-18, the origin of the underlying concepts, specific scales and the process of item-selection
are summarized in this article.
The Berkeley Method of Entrepreneurship questionnaire (BMEQ-18) is constructed to measure
mental aspects that are relevant to entrepreneurs. Goal of the questionnaire is to measure
certain mental aspects of entrepreneurship in order to give students and teaching staff an
impression of the strength and development fields of the students in the class. The BMEQ-18
operationalizes a game-based method for teaching entrepreneurship, as employed by the
Sutardja Center for Entrepreneurship and Technology at the University of California in Berkeley.
The Berkeley Method of Entrepreneurship trains students to be more entrepreneurial by
exposing them to entrepreneurial experiences. It is a holistic and student-centered teaching and
learning approach. The method is based on the hypothesis that an inductive game-based
teaching approach is a vehicle for introducing and re-enforcing the characteristics of mindset of
an entrepreneur. Generally, the mindset is a way of thinking that influences the way someone
views and acts upon a situation; the mindset is reflected in the person’s attitudes. The Berkeley
Method of Entrepreneurship conceptualizes the dominant characteristics of entrepreneurs
through ten dimensions that describe the typical mindset of successful entrepreneurs. The
dimensions are based on literature review and extensive interaction with entrepreneurs in the
Silicon Valley area.
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Table 1
SCET Mindset Description and equivalent psychological constructs
Mindset and Description Psychological
Construct
Questionnaire
Scale
Friend or Foe
If you can’t tell: Learn to trust others without
expecting anything in return.
Social cohesion,
honest behaviour
(Fukuyama, 1995)
Trust
Plan to Fail
It is necessary to be wrong sometimes. Plan to
Experiment. Plan to Fail (Fail Fast). Analyze,
Adapt and repeat. The smarter you think you
are, the harder this is going to be.
Grit, resilience,
entrepreneurial
failure
(Sarasvathy, 2001)
Resilience
Diversify
Diversify your networks. Connect to people
you would not normally, then go and listen.
Open Up. And connect them to others.
Social capital
(Dubini and
Aldrich, 1991)
Diversity
Believe
Believe that you can change the world.
Self-efficacy
(Bandura, 1977)
Belief
Good Enough
Perfection is no good but good enough is
perfect.
Perfectionism
(Kawasaki, 2004)
Perfection
Collaboration
Individual vs. team and competitors vs.
partners.
Coopetition
(Vanaelst & al.,
2006)
Collaboration
Our intent is to apply these findings to workgroups in startups as well as in larger companies.
The collected data will lead to the definition of the psychological determinants of success among
a workgroup. Participating individuals may be able to “compare” their own innovation profiles
to famous entrepreneurs’ profiles. The machine-learning algorithm we are developing allows us
to create a precise definition of success that takes the control group into account.
The Workgroup Culture Assessment:
A second tool data collection instrument has also been included in the test suite for Berkeley
Innovation Index. This tool focuses not on an individual, but on the culture of the workgroup as
measured by the perceptions of individuals in the workgroup.
Areas of measurement that are included in this assessment include the following:
• Where ideas originate
• Transparency in decision making
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• Responses to organizational failures
• Cultural understanding about operating measures such as quality, Customer happiness,
cost, and market share.
• Organizational comfort with ambiguity and learning
• Culture of execution and action
Analysis of Responses
As we consider the previous success cases of employees in the company, we want to see if the
newly hired people are most likely to be innovative, or if the company is able to develop and
improve its existing workforce to successfully produce new services, products or implement
better processes. We believe that the companies that will be most likely to be successful are the
ones where the psychological profiles of its employees are, or become, closest to the ones of
those who previously succeeded in risky and innovative projects.
Moreover, this new approach allows a measure of learning through failure. It additionally
bypasses the hard definition of success and its variables. The more data we collect, the more
accurate the definition of success will be. The machine learning process illustrates the link
between success and the psychological profile of employees, based on the characteristics of their
psychological mindset and organizational mindset, not on the characteristics of the company or
the project itself.
The Berkeley Innovation Index as a Process
The Berkeley Innovation Index aims at being the reference baseline for current creativity
capacity at the individual or workgroup level. We propose a process that leads to an informative
and analytic report, featuring the profiles of the individuals or the workgroups. The intended use
of the BII report is to enable strategic action planning to maximize existing creativity, and to
expose specific opportunities to improve creative abilities within an organization, which in turn
ideally increases overall innovation.
First, we collect survey data from individuals or workgroups and analyze their psychological
profiles, focusing mainly on a larger share of knowledge workers. Our algorithm uses the data to
create a link between current creativity levels and success in innovative projects.
The data collected forms the basis of a first report of the creativity profile of the individuals or
the workgroup. It is then possible to combine the data within a company’s perimeter to
determine the “aggregated innovation index” of a company, which offers a new view of the
company’s current ability to perform on future innovative products.
Moreover, the algorithm sorts and displays the collected data in multiple arrays to give a
detailed and descriptive insight of the determiners of success for a company’s future
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This BII project opens a broader field concerning performance measurements for companies.
The index data may also be aggregated with other information from various departments of
companies (financial data, HR data) and companies’ environment (country GDP, public policy for
innovation and entrepreneurship…).
Conclusion
Measuring innovativeness through the analysis of the psychological profiles of individuals or
workgroups is an approach that, if combined with existing methods, can offer a holistic analysis
of a company. It provides a future-oriented approach of valuation that is complementary to
existing methods. It is difficult to measure soft assets and indirect effects of innovation projects
as external and unexpected variables may have fostered the success of a handful of
entrepreneurs, sometimes years before the success is made visible. Certainly, the more data we
have, the more likely we will be able to define success and to increase the precision of our
findings. In any case, the Berkeley Innovation Index represents the missing link of innovation
performance analysis. We will continue to develop a holistic approach, aimed at aving a tangible
economic impact, that will synthesize the Berkeley Innovation Index with a given company’s
existing set of tools (project – program – portfolio – strategic), and could possibly lead to a study
on a microeconomic level (sector – industry).
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Bibliography
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Chesbrough, Henry W. (2003). Open Innovation: The new imperative for creating and profiting
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Clayton M. Christensen, Stephen P. Kaufman and Willy C. Shih. Innovation Killers: How financial
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Appendix A: Protocol Examples
Full Assessment – Requires Customized Project Development
1. Collect General Company Information. This information will be collected through an
electronic form.
2. For various sized companies, identify the test data points for Innovation culture,
operations, and company people data collection.
* Size < 10: 5 Key employees including founders, possible all.
* Size 10-49: 5-10 sample interviews across all functional groups
* Size 51-99: 10-15 sample interviews across all functional groups
* Size 100-199: 20 sample interviews across all functional groups
* Size: 200-500: 35 sample interviews across all functional groups
* Multiples of 500: multiples of 40 interviews or subset based on partner
recommendations
Note that percentages of employees are typically representative of information workers,
an target mix would be 8% of information/knowledge workers. 0.1% of non-knowledge
workers. Example: 10,000 people, 1K knowledge, 9K non-Knowledge results in 80 + 10
interviews.
3. Collect data via interview from each person. This is an interview. Ask the questions to
input in to the electronic. Use Innovation Mindset and Workgroup Culture Assessment
4. Collect product and market share information that can be used to create a BCG McKinsey
style strategic recommendation.
5. Collect any information based on customized request if required.
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Medium Assessment: Hybrid In person plus web based, and People/Org/Process,
Requires Custom Proposal. Does not use McKinsey/BCG Style Report
1. BI2 creates a SPECIAL CODE for Company.
2. For various sized companies, identify the test data points for Innovation culture,
operations, and company people data collection.
* Size < 10: 5 Key employees including founders, possible all.
* Size 10-49: 5-10 sample interviews across all functional groups
* Size 51-99: 10-15 sample interviews across all functional groups
* Size 100-199: 20 sample interviews across all functional groups
* Size: 200-500: 35 sample interviews across all functional groups
* Multiples of 500: multiples of 40 interviews or subset based on partner
recommendations
Note that percentages of employees are typically representative of information workers,
an target mix would be 8% of information/knowledge workers. 0.1% of non-knowledge
workers. Example: 10,000 people, 1K knowledge, 9K non-Knowledge results in 80 + 10
interviews.
3. Collect data via interview from each person. Hybrid of electronic and in person data. Use
Innovation Mindset and Workgroup Culture Assessment
Mini Assessment – People DNA Only
1. BI2 creates a SPECIAL CODE for Company.
2. CEO/HR instructed to send email test to all employees’ organization. Use Innovation
Mindset Test Only.
3. Code specifies firm and consulting partner. Report delivered to HR or consulting partner
for internal evaluation of results and discussion of remedies.