PLANNING PROCESS FOR INNOVATION 2 Introduction Most successful businesses recognize the value of innovation and as a result have managed to stay ahead of the competition in their respective industries. The success of most organizations largely depends on the development of new ideas and implementing them effectively (Jefferson, 1973). Innovation being a critical area, it needs to be well planned to ensure success in implementing new ideas. Most businesses are unsuccessful with innovation, because they lack a formalized process for such organizational initiatives. Evaluation of the Firm The product the organization offers should be significantly evaluated in terms of how it can profitably impact the organization. The product should meet or exceed the expectations of the customers. It is important to note that not all ideas are worth implementing, and there is the need for screening to identify what ideas need to be adopted and what ideas need to be dropped (Heshmati & Lenz-Cesar, 2015). In the process of screening, the organization is able to identify what factors can speed up the innovation process and those that block the implementation, and as a response, lays out measures to counter the factors that are likely to lead to failure of a bright innovative idea. Organizations looking forward to building a robust culture can establish a few best practices in evaluating the firm. The first step is to ensure employees have a number of effectively recognized platforms to receive the advocacy and feedback of the idea (Jefferson, 1973). The second step is for the organization to recognize and understand the difficulties - 2 - 1 2 3 1. Most successful businesses recognize the value of innovation and as a result have managed to stay ahead of the competition in their respective industries. The success of most organizations largely depends on the development of new ideas and implementing them effectively (Jefferson, 1973). Innovation being a critical area, it needs to be well planned to ensure success in implementing new ideas. Most businesses are unsuccessful with innovation, because they lack a formalized process for such organizational initiatives. Introduction (Include this Introduction Paragraph in each Weekly Assignment) Name of the organization Organization Mission Statement Industry Specialization Geographical regions of location Management of Technology & Innovation (M.T.I.) current state and future growth directions [Corey Thomas] 2. Evaluation of the Firm this should be a level-1 (main) heading ... center-justified [Corey Thomas] 3. The product the organization offers should be significantly evaluated in terms of how it can profitably impact the organization. The product should meet or exceed the expectations of the customers. It is important to note that not all id.

1. PLANNING PROCESS FOR INNOVATION
2
Introduction
Most successful businesses recognize the value of innovation
and as a result have
managed to stay ahead of the competition in their respective
industries. The success of most
organizations largely depends on the development of new ideas
and implementing them
effectively (Jefferson, 1973). Innovation being a critical area,
it needs to be well planned to
ensure success in implementing new ideas. Most businesses are
unsuccessful with innovation,
because they lack a formalized process for such organizational
initiatives.
Evaluation of the Firm
The product the organization offers should be significantly
evaluated in terms of how it
can profitably impact the organization. The product should
meet or exceed the expectations of
the customers. It is important to note that not all ideas are

2. worth implementing, and there is the
need for screening to identify what ideas need to be adopted and
what ideas need to be dropped
(Heshmati & Lenz-Cesar, 2015). In the process of screening,
the organization is able to identify
what factors can speed up the innovation process and those that
block the implementation, and as
a response, lays out measures to counter the factors that are
likely to lead to failure of a bright
innovative idea.
Organizations looking forward to building a robust culture can
establish a few best
practices in evaluating the firm. The first step is to ensure
employees have a number of
effectively recognized platforms to receive the advocacy and
feedback of the idea (Jefferson,
1973). The second step is for the organization to recognize and
understand the difficulties
- 2 -
1
2
3

3. 1. Most successful
businesses recognize the
value of innovation and as
a result have
managed to stay ahead of
the competition in their
respective industries. The
success of most
organizations largely
depends on the
development of new ideas
and implementing them
effectively (Jefferson,
1973). Innovation being a
critical area, it needs to be
well planned to
ensure success in
implementing new ideas.

4. Most businesses are
unsuccessful with
innovation,
because they lack a
formalized process for such
organizational initiatives.
Introduction (Include this
Introduction Paragraph in
each Weekly Assignment)
Name of the organization
Organization Mission
Statement Industry
Specialization Geographical
regions of location
Management of Technology &
Innovation (M.T.I.) current
state and future growth
directions [Corey Thomas]

5. 2. Evaluation of the Firm
this should be a level-1 (main)
heading ... center-justified
[Corey Thomas]
3. The product the organization offers should be significantly
evaluated
in terms of how it
can profitably impact the organization. The product should meet
or
exceed the expectations of
the customers. It is important to note that not all ideas are worth
implementing, and there is the
need for screening to identify what ideas need to be adopted and
what
ideas need to be dropped
(Heshmati & Lenz-Cesar, 2015). In the process of screening, the
organization is able to identify what factors can speed up the
innovation process and those that block the implementation, and
as a
response, lays out measures to counter the factors that are likely
to

6. lead to failure of a bright
- 2 (cont) -
innovative idea.
I'm assuming this is "Demand for the Product"???
You need a level-2 heading (subheading) to identify coverage
of this factor [Corey Thomas]
PLANNING PROCESS FOR INNOVATION
3
involved in evaluating innovative ideas, and finally, the firm
needs to build transparent
evaluation and screening protocols.
When evaluating the firm and its products, it is crucial to
recognize what are likely to be
the competitive responses of other organizations in relation to
the implementation of the idea.
The impacts of reaction of other organizations need to also be
taken into consideration as they
might damage either the innovative idea, or affect the whole
firm.

7. The commercialization aims to create the value of an idea by
emphasizing on its potential
impact on the market. This process makes the idea appealing to
its target audiences, like
packaging the idea with others and clarifying when and how an
idea can be used to assess its
benefits. This step comes with its benefits, such as identifying
other key opportunities in the
process, such as better impactful ideas or how the existing idea
can be modified (Heshmati &
Lenz-Cesar, 2015).
Ideas are also evaluated from the perspective of the firm to
identify their suitability in the
process of implementation. Some ideas might be ahead of time,
while others exceed the
capabilities of the organization when it comes to adopting them
(Jefferson, 1973). The
experimentation of an idea gives a business the opportunity of
generating new ideas due to the
information gathered in that process. In the implementation
phase, the organization needs to
make choices on how to act on these goals and objectives. Some
goals and objectives require

8. more effort to achieve, while some goals and objectives are
more important than others (White &
Bruton, 2011).
The McFarlan and McKenney – The Strategic Grid
- 3 -
1
2
3
1. When evaluating the firm
and its products, it is
crucial to recognize what
are likely to be
the competitive responses
of other organizations in
relation to the
implementation of the idea.
The impacts of reaction of
other organizations need to
also be taken into

9. consideration as they
might damage either the
innovative idea, or affect
the whole firm.
"Likelihood of Strong
Competitive Response "????
You need a level-2 heading
(subheading) to identify
coverage of this factor
What information do you
have that supports this idea?
Explore the library to find
reliable resources, such as
quotes and data, to help
prove your point and
strengthen your argument.
To add validity to your
argument this statement

10. needs to be further supported
by a reliable outside source
such as a peer-reviewed
article or statistic from a
trusted agency.
Include supporting details and
examples to add validity to
your claims. For additional
information, please visit the
'Writing Center & Library' link
in your course where you will
find the Writing Resources
tab. Click on the "How to
Write a Good Paragraph" link.
[Corey Thomas]
2. The commercialization aims to create the value of an idea by
emphasizing on its potential impact on the market. This process
makes
the idea appealing to its target audiences, like

11. packaging the idea with others and clarifying when and how an
idea can
be used to assess its
benefits. This step comes with its benefits, such as identifying
other
key opportunities in the
process, such as better impactful ideas or how the existing idea
can be
modified (Heshmati &
Lenz-Cesar, 2015).
Cost Factors in Commercialization Resources Available for
Commercialization ??????
You need a level-2 heading (subheading) to identify coverage of
the factor
- 3 (cont) -
[Corey Thomas]
3. The McFarlan and McKenney – The Strategic Grid
this should also be a level-1 heading and center-justified
[Corey Thomas]

12. PLANNING PROCESS FOR INNOVATION
4
The grid suggests that it is significantly important to assess a
company at any given point
to determine how it is putting its IT to good use. IT can be used
to support or improve the current
operations, as it might play a vital role in data processing,
which is the better alternative to the
manual methods of processing data and information (Corboy,
2007). IT helps an organization to
accurately see its future from its current operations by
establishing models that are effective in
planning, or forecasting business activities and results
(Mohtashami et al., 2016).
McFarlan & McKenney (1983) came up with a suitable grid that
is useful in assessing an
organization’s use of IT.
Potential strategic impact of the future
information
LOW HIGH
Strategic impact LOW

13. of current
information system
HIGH
1. Low Current: low future impact – IT has minimal relevance
on the future of the
organization and only supports the current processes.
Support Turnaround
Factory Strategic
- 4 -
1
1. Potential strategic impact
of the future information
You were to identify the
McFarlan & McKenney
Strategic Grid quadrant that
applies best to your
organization (you make no
mention of your organization
in your paper)! [Corey

14. Thomas]
PLANNING PROCESS FOR INNOVATION
5
2. Low current: high future impact – IT will be more helpful in
the future business
agendas. Here, the organization clearly believes IT has a
significant role to play in
the future endeavors of the business operations.
3. High current: low future impact – IT is said to have a factory
role on the business.
Therefore, IT is critical in the day-to-day operations of the
business, but it is not
substantially felt that there are major developments that
fundamentally affect the
nature of the business. Therefore, the primary issue is in the
maintenance of the
existing systems.
4. High current: high future impact – here, IT plays a significant
role in altering the
current operations and the IT developments shaping up the
future business

15. activities of the organization. The mission of IT is critical at
this stage, and the
organization highly relies on different aspects of the system to
deliver its products
and services both in the present, and in the future.
- 5 -
[no notes on this page]
PLANNING PROCESS FOR INNOVATION
6
References
Corboy, M. (2007, May 10). Strategic Planning Models.
Retrieved from ACAA Global website:
http://www.accaglobal.com/content/dam/acca/global/PDF-
students/2012s/Strategic
%20planning%20models.pdf
Heshmati, A., & Lenz-Cesar, F. (2015). Policy simulation of
firms’ cooperation in
innovation. Research Evaluation, 24(3), 293-311.
http://dx.doi.org/10.1093/reseval/rvv011
Jefferson, R. (1973). Planning and the Innovation Process.
Progress In Planning, 1, 233-312.

16. http://dx.doi.org/10.1016/0305-9006(73)90004-4
Mohtashami, S., Pudjianto, D., & Strbac, G. (2016). Strategic
Distribution Network Planning
With Smart Grid Technologies. IEEE Transactions On Smart
Grid, 1-1.
http://dx.doi.org/10.1109/tsg.2016.2533421
White, M.A, & Bruton, G.D. (2011). The management of
technology & innovation: A strategic
approach (2nd ed.). Mason, OH: South-Western/ Cengage
Learning.
- 6 -
1
1. Jefferson, R. (1973).
Planning and the
Innovation Process.
Progress In Planning, 1,
233-312.
http://dx.doi.org/10.1016/03
05-9006(73)90004-4
The source you have used is

17. outdated. Be sure to focus
your research on things that
have been published within
the last five to ten years,
unless referring to seminal
works or thinkers. [Corey
Thomas]
Week 2 Assignment Grading Guide
Total Possible Score: 8.00
Evaluates the Chosen Organization, Addressing the 12 Factors
of McGrath/Macmillion
Total: 3.50
Distinguished - Clearly and accurately evaluates the chosen
organization, addressing the 12 factors of Mcgrath/Macmillion.
Proficient - Evaluates the chosen organization, addressing the
12 factors of McGrath/MacMillion. Minor details are slightly
unclear or inaccurate.
Basic - Partially evaluates the chosen organization, partially
addressing the 12 factors of McGrath/MacMillion. Relevant
details are unclear and/or inaccurate.
Below Expectations - Attempts to evaluates the chosen

18. organization, addressing the 12 factors of Mcgrath/Macmillion;
however, significant details are unclear and inaccurate.
Non-Performance - The evaluation of the chosen organization is
either nonexistent or lacks the components described in the
assignment instructions.
Provide Supporting Research to Justify the Analysis Conclusion
Total: 1.00
Distinguished - Provides fully supporting research to justify the
analysis conclusion. Provides more than three examples of your
organization’s innovation directions to substantiate your points.
Proficient - Provides supporting research to justify the analysis
conclusion. Provides three examples of your organization’s
innovation directions to substantiate your points. Minor details
are missing.
Basic - Provides somewhat supporting research to justify the
analysis conclusion. Provides at least two examples of your
organization’s innovation directions to substantiate your points.
Relevant details are missing.
Below Expectations - Attempts to provide supporting research
to justify the analysis conclusion. Provides one example of your
organization’s innovation directions to substantiate your points.
Significant details are missing.
Non-Performance - The supporting research is either
nonexistent or lacks the components described in the assignment
instructions.
Identifies the Strategic Grid Quadrant that Applies Best to the
Chosen Organization with Three Examples of the Chosen

19. Company’s Innovation Direction
Total: 2.50
Distinguished - Clearly and accurately identifies the Strategic
Grid quadrant that applies best to the chosen organization, and
includes three detailed examples of the company’s innovation
direction.
Proficient - Identifies the Strategic Grid quadrant that applies
best to the chosen organization, and includes three examples of
the company’s innovation direction. Minor details are missing,
slightly unclear, or inaccurate.
Basic - Vaguely identifies the Strategic Grid quadrant that
applies best to the chosen organization, and includes limited
examples of the company’s innovation direction. Relevant
details are missing, unclear, and/or inaccurate.
Below Expectations - Attempts to identify the Strategic Grid
quadrant that applies best to the chosen organization and
include examples of the company’s innovation direction;
however, significant details are missing, unclear and inaccurate.
Non-Performance - The identification the Strategic Grid
quadrant that applies best to the chosen organization is either
nonexistent or lacks the components described in the assignment
instructions.
Written Communication: Control of Syntax and Mechanics
Total: 0.25
Distinguished - Displays meticulous comprehension and
organization of syntax and mechanics, such as spelling and
grammar. Written work contains no errors and is very easy to

20. understand.
Proficient - Displays comprehension and organization of syntax
and mechanics, such as spelling and grammar. Written work
contains only a few minor errors and is mostly easy to
understand.
Basic - Displays basic comprehension of syntax and mechanics,
such as spelling and grammar. Written work contains a few
errors which may slightly distract the reader.
Below Expectations - Fails to display basic comprehension of
syntax or mechanics, such as spelling and grammar. Written
work contains major errors which distract the reader.
Non-Performance - The assignment is either nonexistent or
lacks the components described in the instructions.
Written Communication: APA Formatting
Total: 0.25
Distinguished - Accurately uses APA formatting consistently
throughout the paper, title page, and reference page.
Proficient - Exhibits APA formatting throughout the paper.
However, layout contains a few minor errors.
Basic - Exhibits limited knowledge of APA formatting
throughout the paper. However, layout does not meet all APA
requirements.
Below Expectations - Fails to exhibit basic knowledge of APA
formatting. There are frequent errors, making the layout
difficult to distinguish as APA.

21. Non-Performance - The assignment is either nonexistent or
lacks the components described in the instructions.
Written Communication: Page Requirement
Total: 0.25
Distinguished - The length of the paper is equivalent to the
required number of correctly formatted pages.
Proficient - The length of the paper is nearly equivalent to the
required number of correctly formatted pages.
Basic - The length of the paper is equivalent to at least three
quarters of the required number of correctly formatted pages.
Below Expectations - The length of the paper is equivalent to at
least one half of the required number of correctly formatted
pages.
Non-Performance - The assignment is either nonexistent or
lacks the components described in the instructions.
Written Communication: Resource Requirement
Total: 0.25
Distinguished - Uses more than the required number of
scholarly sources, providing compelling evidence to support
ideas. All sources on the reference page are used and cited
correctly within the body of the assignment.
Proficient - Uses the required number of scholarly sources to
support ideas. All sources on the reference page are used and
cited correctly within the body of the assignment.

22. Basic - Uses less than the required number of sources to support
ideas. Some sources may not be scholarly. Most sources on the
reference page are used within the body of the assignment.
Citations may not be formatted correctly.
Below Expectations - Uses an inadequate number of sources
that provide little or no support for ideas. Sources used may not
be scholarly. Most sources on the reference page are not used
within the body of the assignment. Citations are not formatted
correctly.
Non-Performance - The assignment is either nonexistent or
lacks the components described in the instructions.
Week 2 Assignment Instructions
Planning Process for Innovation
Each weekly written assignment provides content for required
sections of your Final Assignment. As noted in the Final Paper
Guidelines, your business should remain consistent throughout
the course.
For this assignment, write a three page paper that addresses the
following points:
· Evaluation of the Firm - McGrath’s and MacMillion’s Twelve
Factors of Evaluating Firm
Evaluate your organization, being sure to address six of the
twelve McGrath’s and MacMillion’s Twelve Factors:
· Demand for the Product
· Factors that could speed adoption
· Factors that could block success of an Innovation

23. · Likelihood of Strong Competitive Response
· Likelihood that the Potential Competitive Advantage is
Sustainable
· Ability to Create Standards
· Cost Factors in Commercialization
· Resources Available for Commercialization
· Level of novelty of the innovation
· Cost considerations in development
· Other opportunities that could be leveraged
· Potential area where damage might occur
Remember, in addition to technical factors, other factors that
could block success of an innovation include legal, ethical,
security, diversity, and social responsibility issues of the
organization.
· Apply the McFarlan & McKenney Strategic Grid Planning
Process
The McFarlan & McKenney Strategic Grid Planning Process
analyzes the organization’s readiness to implement innovation
strategy. McFarlan and McKenney, in 1983, devised a very
useful grid for assessing a company’s strategic use of IT
(Carboy, 2007).
The grid has four quadrants built around two straight forward
questions:

24. · How important does management feel the current IT systems
are to the company?
· How important does the company think future developments in
IT will be required to sustain and enhance its way of doing
business (Carboy, 2007)?
Definitions of each quadrant are:
· Quadrant 1: Low Current: Low Future Impact. IT has little
relevance and simply supports existing processes.
· Quadrant 2: Low Current: High Future Impact. IT will feature
more on the business agenda in the future. The company
believes that IT will have a major impact on their business
model in the future and IT is in a turnaround role i.e. IT will be
a key feature of future strategic planning.
· Quadrant 3: High Current: Low Future Impact. IT is important
in terms of day-to-day operations but it is not felt that there are
any major IT developments on the horizon that will
fundamentally alter the nature of the business. Here, the key
issue is the maintenance of existing systems (Factory Role).
· Quadrant 4: High Current: High Future Impact. In this
quadrant, IT plays a crucial role both in terms of its current role
and in terms of how future IT developments are viewed as
impacting on the organization. IT is mission critical.
Use your chosen organization for this exercise. Based on your
research of the organization’s use of technology and moving
forward technology plans, identify which quadrant most
appropriately applies to your organization’s readiness to
implement innovation strategy (Carboy, 2007).

25. · Identify the McFarlan & McKenney Strategic Grid quadrant
that applies best to your organization: Low Current: Low
Future Impact; Low Current: High Future Impact; High Current:
Low Future Impact; and High Current: High Future Impact
· Gen-ED > Provide supporting research to justify your analysis
conclusion.
· Identify 3 examples of your organization’s innovation
directions to substantiate your points
Your business should remain consistent throughout the course.
The Planning Process for Innovation assignment
· Must be three to four double-spaced pages in length (not
including title and references pages) and formatted according to
APA style.
· Must use at least three scholarly sources in addition to the
course text.
· The Scholarly, Peer Reviewed, and Other Credible Sources
(https://bridgepoint.equella.ecollege.com/curriculum/file/b2d6fb
25-629e-42e1-a13e-
43bf67043c8a/1/Scholarly,%20Peer%20Reviewed,%20and%20O
ther%20Credible%20Sources.docx) table offers additional
guidance on appropriate source types. If you have questions
about whether a specific source is appropriate for this
assignment, please contact your instructor. Your instructor has
the final say about the appropriateness of a specific source for a
particular assignment.
· Must document all sources in APA style.
· Must include a separate references page that is formatted

26. according to APA style.
Carefully review the Grading Rubric (see Attachment) for the
criteria that will be used to evaluate your assignment.