This document discusses developing an innovation-driven enterprise and assessing innovation performance. It outlines ten critical factors for innovation success, including organizational vision, metrics, hiring practices, and culture support. An online survey called the "Innovation Assessor" measures these factors. Comparing department and group scores to norms reveals innovation strengths and gaps. The "Innovation Promoter Score" tracks progress over time. The goal is to discover opportunities and develop plans to continuously improve innovation performance towards best-in-class.

1. Developing a Best-In-Class
Innovation Driven Enterprise

2. Best-In-Class are Proven Performers

3. • Every Best-in-Class Innovation Enterprise Must
Develop “the Fertile Ground” for Innovation to
Grow & Thrive
• This begins with an Assessment of how your
company performs versus other companies and
peers on The Ten Critical Innovation Drivers

4. The 4 P’s of innovation
(Mel Rhodes1960/ Osborn-Parnes 1950)
 Place: Ensure a team work climate supports idea
development.
 Person: How to optimize diversity.
 Process: The stages we work through to produce
creative outcomes.
 Product: Define desired innovation outcomes.

5. The 10 Critical Factors for an Innovation-Driven
Enterprise comprise the
“Wheel of Innovation”

6. What are the Critical Questions?
ORGANIZATIONAL VISION
Does the organization have a clearly spelled out vision for the company? Is the vision of the
company translated through tools and processes that are in place and are practiced throughout
the company?
MEASUREMENT AND METRICS
Does the organization employ metrics to measure the results of the innovation efforts & is there
at least one system in place to evaluate ideas if it is working effectively.?
HIRING PRACTICES
Does the organization have hiring practices that specifically target individuals who are creative &
bring innovative ideas to the company?
REWARDS
Does the organization have rewards in place to encourage employees to be innovative? And do
the employees understand what the payout is when they expand their creative energy?
DEDICATED BUDGETS FOR INNOVATION
Are the budgets used throughout the organization designed to allow for innovation practices?

7. What are the Critical Questions?
INNOVATION INITIATIVES
Are innovation initiatives systemic and are they expected & encouraged at all levels of
the organization?
SATISFACTION WITH RESULTS
Is there general satisfaction with the results of the innovation practices the
organization employs?
LEADERSHIP’S SUPPORT
Does the CEO/President support a culture of innovation throughout the entire
organization & looks for ways to make new ideas flourish?
CULTURE SUPPORT
Does the corporate culture support all innovation and permit reasonable risk taking?
OPEN COMMUNICATIONS
Does the organization have a process for open and transparent communication and
feedback on all aspects of the innovation process?

8. An online survey

9. Finding the Answers
• Best-in-Class Innovation-Driven Enterprises will do well on the 10 Factors
• But where does your company stand on the critical Innovation Drivers?

10. Introducing the “Innovation Assessor”
Developed via Bloomberg/Business Week and Coles Center for Innovation at
Kennesaw State University
A Series of 32 questions administered via online survey requiring <= 10
minutes to complete
These questions all merge into the 10 Key Factors.
Administered across departments to key employees with at least 70% having
known “touch points” to the company innovation process & pipeline.
Sample usually in the hundreds & participation strongly encouraged by senior
management

11. Plans and Development
Phase 1
• Initial “Innovation Assessor” Survey
• Review Results, Initial Assessment
Phase 2
• Set Target Objectives
• Develop Remedial Plans & Training
Phase 3
Etc.
• Tracking Net Innovation Promoter Score
• Continue Plan of Ongoing Improvement

12. Discovering Enterprise Strengths & Gaps
0
1
2
3
4
5
CEO
Communications
Hiring Practices
Vision
Systemic
Metrics
Rewards
Budget
Satisfaction
Culture
Enterprise Ratings v. Norm
Norm Company
0
5
10
15
20
CEO
Communications
Hiring Practices
Vision
Systemic
Metrics
Rewards
Budget
Satisfaction
Culture
Enterprise Top 2 Box v. Norm
Norm Company

13. And the Enterprise Group Ratings to Norms
0
5
10
15
20
25
Enterprise Group Top 2 Box Ratings v. Norms
Norm Company R&D Group Marketing Operations

14. Leading to Detailed
Enterprise-Level Positions
Senor Mgmt Encourages Innovation
My Manager encourages
innovation
Budgets for
Innovation
Clear processes for
Innovation
Sr. Mgment Supports
Innovation
Culture of
innovation
Innovation Metrics
Employees allowed to take
Risk
Innovation Success is
Documented
Mid Managers can budget
innovation
Team
collaborations on
Innovation
Promoted for Innovation Ideas
Innovation rewards & incentives
Employees empowered
for Innovation
Innovation Assessor Department Perceptual Map
Metrics &
Tools
Rewards Innovation
Management Support
Company Innovation Goals clear
Org. Hires Innovators
Company attracts innovative
people
Mktg Insights
Bus. Strategy
R&D
Finance
Operations
Sales
Executive Officers
Clear criteria to eval.
innovations
Innovation Culture
Satisfied with Org
Innovation
Innovation Satisfaction
Systemic New Innovation
Initiatives
Continuous empowerment to support new
initiatives
Hiring Practises Support
Innovation
Does not penalize new
ideas
Marketing
San Diego
Office
NY Office
Atlanta Office

15. Best-in-Class means a Culture of
Learning & Continuous Improvement

16. The Innovation Promoter Score (IPS)
(four key factor top 2 minus bottom 2 divided by 11)
-10
-8
-6
-4
-2
0
2
4
6
8
10
2016Q1 2016Q4 2017Q2 2017Q4 2018Q2 2018Q4
* *
*
*
*
-8.63
And a Plan which Charts the
Journey towards Best-in-Class