Rod Willis of Assentire Ltd has developed an Innovation Audit to help organizations assess their ability to change and innovate. The audit examines an organization's culture, strategic direction, and performance on past change initiatives. It provides insights through an online survey and dashboard. The audit allows organizations to benchmark themselves, measure the impact of change programs, and establish a return on investment for such initiatives. It is presented as a tool to support innovative leadership and facilitate successful organizational growth through change.

1. Assentire Limited
Innovation - Change - Facilitation
Helping Organisations Grow Through Change
Innovation Audit
For
Behavioural Change
Rod
Willis
–
Assentire
Ltd
©
2013
0

2.
Rod Willis is an APECS Accredited Executive Coach
Assentire Ltd, PO Box 4481, Maidenhead, SL60 1FY, UK
Jan 2014
Rod
Willis
–
Assentire
Ltd
©
2013
www.assentire.net
T: +44 (0) 1628 632 340
1
M: +44 (0) 7788 457 202
rod.willis@assentire.net

3. Contents
INTRODUCTION
3
BACKGROUND
THE NEED FOR MEASUREMENT
RETURN ON INVESTMENT
CONCLUSION
ANY QUESTIONS
INNOVATION AUDIT DASHBOARD
3
4
4
5
5
6
Rod
Willis
–
Assentire
Ltd
©
2013
2

4. Introduction
The ‘Innovation Audit’ has been developed to help organisations gain new
insight into how they are positioned regarding Learning, Agility and Flexibility.
These are some of the key components for Innovative organisations. The audit
explores yours and others perspectives of the organisational cultural and Ecocycle. It adds a unique all-round perspective of your organisation, exploring
how it has performed in the past in prior change programmes. Many
organisations believe they already learn from their past or desire to enhance
this behaviour.
Some questions to hold,
How well do you respond to the dynamic demands of your market?
Do you and others;
have a dominant Performance or Learning Culture?
know the 'Strategic Direction' of the company
know where you are on the 'Organisational Eco- Cycle
know how your profile looks in terms of the 8 domains of the 'Change
Matrix’ PURPOSE, LEADERSHIP, CULTURE, MOTIVATION, COMMUNICATION,
MANAGEMENT, GROUP DYNAMIC, PERSONAL DYNAMIC
Background
Many people recognise that sometimes organisations and people can look as if
they are ‘stuck’, seemingly not wanting to change. We hear all too often,
‘People are Resistant to Change’.
As a result of two evidence-based research projects, one was exploring how
relationships impact the success of Information Systems and another on How
Leaders Perceive Resistance to Change. We have developed a new way of
exploring this space.
This profile is available in two formats.
One is in paper form, which is often used for a small number of participants. A
report can then manually be created to enable the new insights to be shared.
There is also an online version. This is ideal where there will be many
participants. The online profile takes less than 30 minutes to answer the 90 or
so questions. It has two advantages, as participants complete their input, they
can look at the real-time reporting to see how the output is trending as more
and more participants complete their input.
For some organisations, this may be the first time they are able to see an
accurate view of how the people across the organisation ‘see’ the organisation.
Rod
Willis
–
Assentire
Ltd
©
2013
3

5. The need for measurement
Another advantage of the online system is, we can create a report that provides
statistical information, and understanding what the organisational ‘norms’ are.
This then enable us to measure later on to compare and contrast.
This creates an ideal basis for a change or developmental initiative across the
organisation. Importantly providing a means to measure the impact of such a
programme. We always need to keep in mind; measurement is just that, it is not
judgment. We measure things so we can understand them better and then
make informed decisions. Measurement is a means to support a process to
come to an outcome; it is not the outcome in and of itself.
Return On Investment
Those with robust leadership experience and judgment, often have the ability to
‘see’ what is occurring within their organisation, understanding what
interventions and behaviours help the organisation as a whole, perform more
effectively and efficiently.
They have developed an acute ability to ‘read’ people and the market and lead
the organisation with clear direction in the most productive manner. Within
this context, this type of person is able to make the business case to invest in
specific interventions, supporting personal and professional development.
Bottom line, they can make the business case.
In other situations, there is a need to provide ‘scaffolding’ for those developing
this ability. This could be yourself, or your peers. This reality seems not to be
consciously managed in many organisations we have worked with. As a result,
the following scenario can unfold.
•
Many developmental programmes gain sponsorship through what we
refer to as the ‘belief-sell’. The sponsors truly believe it is the right thing
to do.
•
The challenge, if there is no measurement system in place, it becomes
very difficult (maybe impossible) to establish an ROI calculation.
•
As sponsors move on, and they do, then the initiative can become
suddenly at risk.
•
Importantly, this could mean all the investment (and potential gain to
individuals and the organisation) becomes effectively discarded, as it is
not understood, often due to the fact it was not measured.
•
When you don’t measure something, you don’t know what you are
letting go!
•
By introducing a measurement system, you know what you have and you
can now make informed decisions based on this.
Rod
Willis
–
Assentire
Ltd
©
2013
4

6. Conclusion
To know where to invest resources in any change programme can be a tough
call. This profile starts you on that pathway by providing a unique opportunity
of capturing your performing and learning culture; strategic direction and your
overall capability in terms of how well can you Grow Through Change.
If you want to increase the success rate of your change initiatives, enabling
greater Innovation within the organisation, then you will need to try something
different to what you have been doing. This approach is a simple way of starting
your own Innovative leadership and management process.
Any questions
If you want to know more about this profile, our approach, or our range of
facilitated workshops to help you explore this and other material in an
interactive group setting.
Please make contact; our details are at the end of this document
Rod
Willis
–
Assentire
Ltd
©
2013
5

7. up
p
ort
Em
erg
e
ol
C
tr
on
High Risk to Change Activity
Medium Risk to Change Activity
Low Risk to Change Activity
Performing and Learning
Learning
Rational
Co
S
nt
Establish the Context
Leadership
1
6.0
How
6.0
Possible
Where
& When
What
6.0
How
Possible
Why
Why
Where
& When
What
6.0
How
Possible
Why
Personal Dynamic
Where
& When
6.0
Possible
What
How
Management
Assentire
2
3
4
5
6
7
Readiness to Change
8
Where
& When
What
9
6.0
How
Possible
Why
10
6.0
How
Possible
Why
Motivation
Where
& When
What
Communication
+441628 632340 www.assentire.net
Domain scores range from: 1 (Strongly Disagree) 4 (Neutral) 7 (Strongly Agree)
Possible
Why
Where
& When
Why
Group Dynamic
Assentire Ltd © 2014
Where
& When
What
Culture
Where
& When
4.6
Possible
What
What
How
Why
How
Purpose
Innovation Audit Dashboard
ed
ain
str
n

8. For further information, contact details
Rod Willis is an APECS Accredited Executive Coach
Assentire Ltd, PO Box 4481, Maidenhead, SL60 1FY, UK
Jan 2014
www.assentire.net Willis
–
Assentire
Ltd
©
2013
Rod
T: +44 (0) 1628 632 340
M: +44 (0) 7788 457 202
rod.willis@assentire.net
7