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The Leading Authority on Innovation Management. A Framework to manage Innovation

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The Leading Authority on Innovation Management. A Framework to manage Innovation Paul Mugge, Michelle Grainger

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A Global, Virtual, Industry-University Research Center, Located at NC State University 1 The Center for Innovation Management Studies (CIMS) The Leading Authority on Innovation Management
2 CIMS Mission = Industry Solutions •Research business problems •Convert findings:  Processes  Tools  Information Assist firms who are in need of improving their capacity to manage innovation •Listen to companies APPROACH Is your company’s growth propelled by INNOVATION?  INNOVATION IS EMBRACED BEYOND R&D.  INNOVATION IS MANAGED ACROSSED ALL FUNCTIONS.  INNOVATION IS TAUGHT AT ALL LEVELS.  INNOVATION IS MEASURED ON A REGULAR BASIS. The leading authority on innovation management. The Center for Innovation Management Studies (CIMS) is the nation's leading authority for innovation management. Over 31+ years of research and proven tools for how innovation can be learned, managed and measured in your company. See why some of the largest companies in the world are CIMS members. How does your company measure up? Find out be contacting CIMS to take the FREE assessment. On the web: cims.ncsu.edu Call us: 919.513.0166 By email: mgrainger@ncsu.edu
A Framework to Manage Innovation (A Quick Review – For More Information, see CIMS – ISSIP Webinar from September 16th) CIMS Innovation Management Framework “The Cube”
4 NEWS FLASH: Innovation Can Be… Some feel ‘Innovation’ is just an idea and that it cannot actually be achieved, but is rather a stroke of luck. Stated differently, ‘It’s a pie in the sky ideal…’ Taught Learned Practiced Measured And…
5 Innovation can be Managed! But Managing innovation isn’t easy, it takes work and dedication and a fundamental understanding of what it is that one is managing.
6 Enter the CIMS IM Framework Management Dimensions: • Strategy • Organization & Culture • Process • Techniques & Tools • Metrics Core Competences: • Idea Management • Market Management • Portfolio Management • Platform Management • Project Management Levels: • Firm • Industry • Macro-environment Levels: Areas which innovation takes place. CIMS primary research focus has historically been at the ‘Firm’ Level. Core Competences: Competences are NOT processes. They are the basic capabilities of innovation. It is management’s job to ensure an organization learn and master each of these. Management Dimensions: Management activities required to build strong, durable innovation management capabilities. Each dimension cross-cuts each IM Competence. Note: Competences & Dimensions, when considered holistically, provide a complete and integrated system for helping organizations get results. Improve and Manage their Innovation.
The IMMA Innovation Management Maturity Assessment From the Foundation of the “Cube”, a Capability Maturity Model was Developed
8 Quick Facts: CIMS IMMA • Provides an education of ‘What is Innovation Management’, enables firm’s innovation strategy to be communicated and shared across entire organization • Multiple CIMS members are committed to an annual review using the IMMA • IMMA is available to and has been used by non-members for a fee • Initial results provided via graphical heat map display • Participation To date:  70+ firms & divisions with global representation  10,000+ individual responses captured  Both general and industry-sector customized tool versions available  Robust demographic capabilities  Delivered in numerous languages
9 Maturity Models Defined • A maturity model can be viewed as a set of structured levels that describe how well the behaviors, practices and processes of an organization can reliably and sustainably produce required outcomes. OR • A maturity model can be used as a benchmark for comparison and as an aid to understanding. In the case of the CMM, for example, the basis for comparison would be the organizations' software development processes. For additional information: http://en.wikipedia.org/wiki/Capability_Maturity_Model#Overview
10 Maturity Model Definitions Level 1 Ad Hoc Level 2 Defined Level 3 Managed Level 4 Leveraged Level 5 Optimized Represents the initial state. This results from organizations having no concerted focus on innovation When the organization makes innovation a strategic imperative and resources are dedicated to improving the firm’s practice of innovation management When managers’ actions reinforce the desired new behavior and their goal is to institutionalize the new innovation business model When synergies occur. The company seeks the input of people and ideas outside the boundary of the firm When the new innovation model is fully internalized; business results are repeatable and predictable *Based on Carnegie Mellon Maturity Model Five levels of maturity separate ‘Ad hoc’ companies from those that are ‘Optimized’:
11 Ad Hoc • Ideas about new breakthrough products and services is thought to be the domain of R&D. When employees are encouraged to submit their ideas, they often do not receive relief from their ‘day jobs’ to pursue them. • Project ‘champions’ are often required to persevere and drive promising ideas to commercialization. • Employees may be cynical and question the importance management places on innovation. Defined • The R&D portfolio is segmented into ‘Phases’ (e.g. Opportunity field and business cases) to ensure adequate investments and talents, are allocated to the early identification and maturation of new, promising technologies. • Ideas are sought that address the full range of strategic issues, such as sustainability, services and solutions, etc. • Employees are presented with idea generation tools and encouraged to formally submit ideas. Managed • Management presides over the organization’s ‘innovation board’ (e.g. IM Team, Portfolio Team, Steering Committee); new ideas are systematically reviewed and employees provided ‘space’ (time and resources) to develop their ideas (before entering the formal project development process). • Cross-functional project teams (e.g. R&D, Manufacturing, Sales & Marketing, Business Development, Finance, etc.), using standard decision support tools, evaluate the commercial potential of the idea before substantial investments of time and capital are made. Leveraged • The organization realizes that breakthrough ideas typically come from outside the company; it openly invites key business partners, suppliers, and academics to participate in the innovation process; organization actively ‘in licenses’ novel new technologies to complement its existing pipeline. • Creative and flexible IP policies are employed to motivate open and collaborative innovation. • Management challenges this ‘extended’ organization with the toughest business problems facing the organization; people are recognized for ideas leading to their solution. Optimized • The organization is ‘ambidextrous’. Separate and distinct idea management capabilities - i.e. with different project sponsors, financial metrics, and risk management techniques - are established at the ‘front end’ of the organization’s innovation model to manage incremental and radical ideas. • A formal Alliance Management System is in place; all associates are treated as peers. Idea Management Idea Management is the ability of a firm to effectively identify, assimilate, and qualify information regarding new technologies, or ideas, that can lead to highly differentiated, breakthrough products and services. Activities Include: Boundary Spanning, Technology Scanning and Evaluation, Applied Research, Collaboration with Early Adopters/Scientific Centers, etc. Idea Management begins to answer the question of competitive advantage by simultaneously examining technology and market factors. Ideas about possible market opportunities made feasible by new technologies is often the point where innovation begins. CIMS Description of Core Competence: Idea Management
12 Heat Map Results are calculated using Mathematical Mode --- The MOST popular response. How the heat map is calculated and understanding the significance of the colors Calculating a cell’s color: • The 1st number in each cell represents the level of maturity for that specific dimension/row • The 2nd number in the cell represents the level of maturity for that specific competency/column • Add the two numbers together to get the total ‘color’ along the color gradient Example: Strategy/Idea Management 1, 2 Count 3 spaces along gradient to reach the color depicted within the heat map 1 2 3 4 5 6 7 8 9 10
13 How to interpret MMA results Common IM patterns: • “Root Cause can be elusive” • “Confusing activity for results” • “Perceptions are often skewed” Going deeper into the cube… “The best thing about the IMMA is it provides the organization with a common language about how to manage innovation” Professor Richard Kouri
14 “We have a portfolio management problem!” • When we look at our portfolio of projects they are all incremental innovations – there are no true winners! • Top management is losing faith in us; they tell us “quick, do this project” – but we never stop any projects. • It seems like we are working harder than ever… • We think they are pursuing an acquisition to immediately shore up our pipeline A. Root cause of IM problems can be elusive Case study #1 Symptoms: IM Diagnostic > Why companies struggle
15 “Ship without a rudder” • Little or no market orientation • No strategic planning • Portfolio Management and Org & Culture suffer as a result • Employees watch how senior management allocate resources A. Root cause of IM problems can be elusive Case study #1 Facts: IM Diagnostic > Why companies struggle One of many common themes CIMS sees in IMMA results
16 “We have a time-to-market problem!” • Decisions, when made, take too long • We seem to always be behind our competitors • By the time we get our product/service launched all the profits have been made and we are left to compete on price • Our employees are really disheartened; they read the trade press – some of them are leaving and going to smaller companies Case study #2 Symptoms: B. Strengths sometimes hide a gaping hole IM Diagnostic > Why companies struggle
17 “One trick pony” • Caused by a breakdown in Platform Management and Strategy • Everything is a “one off” • Ability to quickly address niche market cells is severely limited. • Very costly and inefficient business model • Impacts Organization & Culture (of course, everything does!) Case study #2 Facts: B. Strengths sometimes hide a gaping hole IM Diagnostic > Why companies struggle One of many common themes CIMS sees in IMMA results
18 “Our products don’t excite our new customers!” • Work is no fun anymore; its not the company I remember • I really don’t know what our strategy is? • Management seems averse to taking any risk • Heavy focus on making quarterly results – and not much else • Our products and services are just “Me too” C. Some factors count more than others Case study #3 Symptoms: IM Diagnostic > Why companies struggle
19 “Stuck in Incrementalism” • No capability… no will(?) to identify and develop ideas • Organization lacks an entrepreneurial spirit and drive • Combined with no strategy and a weak / non-existent Idea Management capability can be life threatening Facts: IM Diagnostic > Why companies struggle One of many common themes CIMS sees in IMMA results C. Some factors count more than others Case study #3
20 D. Innovation must be led from the top General rule #1 • Only top management can set strategy, allocate resources and affect the culture of the organization through their actions • Its middle management’s job to amplify on these directions and put them into operation Facts: “Top management sweet spot” IM Diagnostic > Why companies struggle
21 E. Don’t confuse activity with results • Scorecard is dominated by 2’s (“Defined” level of maturity) • Organization may have hired consultants; done some initial benchmarking; even documented their “to be” process”… • Until all the competencies are “Managed” (Level 3 maturity) there can be no change in performance Facts: General rule #2 “Wake up call!” IM Diagnostic > Why companies struggle
22 F. Caution: Perceptions are often skewed “Rose-colored glasses” • “We’re OK!”; [you are not OK?] • Often the response given by: • Senior Management • ‘Longer tenured’ people • The R&D Function! • Very common – why taking demographic ‘slices’ is important before launching any improvement program Facts: General rule #3 IM Diagnostic > Why companies struggle
23 “The Tool” is not just a diagnostic, but also a roadmap for remedy!
From a diagnostic tool to a… Roadmap for Remedy!
25 1 Ad hoc  Ideas about new breakthrough products and services is thought to be the domain of R&D. When employees are encouraged to submit their ideas, they often do not receive relief from their ‘day jobs’ to pursue them.  Project ‘champions’ are often required to persevere and drive promising ideas to commercialization.  Employees may be cynical and question the importance management places on innovation. 2 Defined  The R&D portfolio is segmented into ‘horizons’ (e.g.H1,H2, and H3) to ensure adequate investments and talents, are allocated to the early identification and maturation of new, promising technologies.  Ideas are sought that address the full range of strategic issues, such as sustainability, services and solutions, etc.  Employees are presented with idea generation tools and encouraged to formally submit ideas. 3 Managed  Management presides over the organization’s ‘innovation board’; new ideas are systematically reviewed and employees provided ‘space’ (time and resources) to develop their ideas (before entering the formal project development process).  Cross-functional project teams (e.g. R&D, Manufacturing, Sales & Marketing, Business Development, Finance, etc.), using standard decision support tools, evaluate the commercial potential of the idea before substantial investments of time and capital are made. 4 Leveraged  The organization realizes that breakthrough ideas typically come from outside the company; it openly invites key business partners, suppliers, and academics to participate in the innovation process; organization actively ‘in licenses’ novel new technologies to complement its existing pipeline.  Creative and flexible IP policies are employed to motivate open and collaborative innovation.  Management challenges this ‘extended’ organization with the toughest business problems facing the organization; people are recognized for ideas leading to their solution. 5 Optimized  The organization is ‘ambidextrous’. Separate and distinct idea management capabilities - i.e. with different project sponsors, financial metrics, and risk management techniques - are established at the ‘front end’ of the organization’s innovation model to manage incremental and radical ideas.  A formal Alliance Management System is in place; all associates are treated as peers. Competence: Idea Management TODAY 2015 TARGET GOAL Actions: 2016 TARGET
26 Just a Few Firms Who Have Used IMMA
27 CIMS IMMA and VIQ used in the Kelly Services Innovation Journey http://cims.ncsu.edu/wp-content/uploads/2015/01/Kelly_CIMS-Innovation-White-Paper.pdf
28 Articles on the IMMA found in the CIMS IMR Newsletter • Innovation Officers: Let CIMS Help You Shape Your Firm’s Strategy (Spring 2012) • Driving Culture Change at BASF (Spring 2012) • Updating Our Tools for Competing in the Information Age (Spring 2011)
29 Join Us… CIMS Conference: Open Innovation - Revisited October 26th & 27th The Frontier @ RTP Keynote by Dr. Terri Griffith, Santa Clara University and one of Silicon Valley’s top 100 women! Griffith’s talk is titled; Lead by Letting Go: Are 20th Century Constraints Holding Open Innovation Back? Additional presenters from Industry, IAIOP, NC State University’s Poole College of Management and College of Design, plus more! Complete Details: cims.ncsu.edu/events
30 Apply the CIMS IM Framework and check out the CIMS IMMA at the same time! • Go to: http://cimscsa.com • Username: ISSIP2015 (case sensitive) • Password: cims-issip (case sensitive) • Enter Captcha Code Provided If you would like to further explore the IMMA, we will leave the assessment open through November 2015.

More Related Content

The Leading Authority on Innovation Management. A Framework to manage Innovation

  • 1. A Global, Virtual, Industry-University Research Center, Located at NC State University 1 The Center for Innovation Management Studies (CIMS) The Leading Authority on Innovation Management
  • 2. 2 CIMS Mission = Industry Solutions •Research business problems •Convert findings:  Processes  Tools  Information Assist firms who are in need of improving their capacity to manage innovation •Listen to companies APPROACH Is your company’s growth propelled by INNOVATION?  INNOVATION IS EMBRACED BEYOND R&D.  INNOVATION IS MANAGED ACROSSED ALL FUNCTIONS.  INNOVATION IS TAUGHT AT ALL LEVELS.  INNOVATION IS MEASURED ON A REGULAR BASIS. The leading authority on innovation management. The Center for Innovation Management Studies (CIMS) is the nation's leading authority for innovation management. Over 31+ years of research and proven tools for how innovation can be learned, managed and measured in your company. See why some of the largest companies in the world are CIMS members. How does your company measure up? Find out be contacting CIMS to take the FREE assessment. On the web: cims.ncsu.edu Call us: 919.513.0166 By email: mgrainger@ncsu.edu
  • 3. A Framework to Manage Innovation (A Quick Review – For More Information, see CIMS – ISSIP Webinar from September 16th) CIMS Innovation Management Framework “The Cube”
  • 4. 4 NEWS FLASH: Innovation Can Be… Some feel ‘Innovation’ is just an idea and that it cannot actually be achieved, but is rather a stroke of luck. Stated differently, ‘It’s a pie in the sky ideal…’ Taught Learned Practiced Measured And…
  • 5. 5 Innovation can be Managed! But Managing innovation isn’t easy, it takes work and dedication and a fundamental understanding of what it is that one is managing.
  • 6. 6 Enter the CIMS IM Framework Management Dimensions: • Strategy • Organization & Culture • Process • Techniques & Tools • Metrics Core Competences: • Idea Management • Market Management • Portfolio Management • Platform Management • Project Management Levels: • Firm • Industry • Macro-environment Levels: Areas which innovation takes place. CIMS primary research focus has historically been at the ‘Firm’ Level. Core Competences: Competences are NOT processes. They are the basic capabilities of innovation. It is management’s job to ensure an organization learn and master each of these. Management Dimensions: Management activities required to build strong, durable innovation management capabilities. Each dimension cross-cuts each IM Competence. Note: Competences & Dimensions, when considered holistically, provide a complete and integrated system for helping organizations get results. Improve and Manage their Innovation.
  • 7. The IMMA Innovation Management Maturity Assessment From the Foundation of the “Cube”, a Capability Maturity Model was Developed
  • 8. 8 Quick Facts: CIMS IMMA • Provides an education of ‘What is Innovation Management’, enables firm’s innovation strategy to be communicated and shared across entire organization • Multiple CIMS members are committed to an annual review using the IMMA • IMMA is available to and has been used by non-members for a fee • Initial results provided via graphical heat map display • Participation To date:  70+ firms & divisions with global representation  10,000+ individual responses captured  Both general and industry-sector customized tool versions available  Robust demographic capabilities  Delivered in numerous languages
  • 9. 9 Maturity Models Defined • A maturity model can be viewed as a set of structured levels that describe how well the behaviors, practices and processes of an organization can reliably and sustainably produce required outcomes. OR • A maturity model can be used as a benchmark for comparison and as an aid to understanding. In the case of the CMM, for example, the basis for comparison would be the organizations' software development processes. For additional information: http://en.wikipedia.org/wiki/Capability_Maturity_Model#Overview
  • 10. 10 Maturity Model Definitions Level 1 Ad Hoc Level 2 Defined Level 3 Managed Level 4 Leveraged Level 5 Optimized Represents the initial state. This results from organizations having no concerted focus on innovation When the organization makes innovation a strategic imperative and resources are dedicated to improving the firm’s practice of innovation management When managers’ actions reinforce the desired new behavior and their goal is to institutionalize the new innovation business model When synergies occur. The company seeks the input of people and ideas outside the boundary of the firm When the new innovation model is fully internalized; business results are repeatable and predictable *Based on Carnegie Mellon Maturity Model Five levels of maturity separate ‘Ad hoc’ companies from those that are ‘Optimized’:
  • 11. 11 Ad Hoc • Ideas about new breakthrough products and services is thought to be the domain of R&D. When employees are encouraged to submit their ideas, they often do not receive relief from their ‘day jobs’ to pursue them. • Project ‘champions’ are often required to persevere and drive promising ideas to commercialization. • Employees may be cynical and question the importance management places on innovation. Defined • The R&D portfolio is segmented into ‘Phases’ (e.g. Opportunity field and business cases) to ensure adequate investments and talents, are allocated to the early identification and maturation of new, promising technologies. • Ideas are sought that address the full range of strategic issues, such as sustainability, services and solutions, etc. • Employees are presented with idea generation tools and encouraged to formally submit ideas. Managed • Management presides over the organization’s ‘innovation board’ (e.g. IM Team, Portfolio Team, Steering Committee); new ideas are systematically reviewed and employees provided ‘space’ (time and resources) to develop their ideas (before entering the formal project development process). • Cross-functional project teams (e.g. R&D, Manufacturing, Sales & Marketing, Business Development, Finance, etc.), using standard decision support tools, evaluate the commercial potential of the idea before substantial investments of time and capital are made. Leveraged • The organization realizes that breakthrough ideas typically come from outside the company; it openly invites key business partners, suppliers, and academics to participate in the innovation process; organization actively ‘in licenses’ novel new technologies to complement its existing pipeline. • Creative and flexible IP policies are employed to motivate open and collaborative innovation. • Management challenges this ‘extended’ organization with the toughest business problems facing the organization; people are recognized for ideas leading to their solution. Optimized • The organization is ‘ambidextrous’. Separate and distinct idea management capabilities - i.e. with different project sponsors, financial metrics, and risk management techniques - are established at the ‘front end’ of the organization’s innovation model to manage incremental and radical ideas. • A formal Alliance Management System is in place; all associates are treated as peers. Idea Management Idea Management is the ability of a firm to effectively identify, assimilate, and qualify information regarding new technologies, or ideas, that can lead to highly differentiated, breakthrough products and services. Activities Include: Boundary Spanning, Technology Scanning and Evaluation, Applied Research, Collaboration with Early Adopters/Scientific Centers, etc. Idea Management begins to answer the question of competitive advantage by simultaneously examining technology and market factors. Ideas about possible market opportunities made feasible by new technologies is often the point where innovation begins. CIMS Description of Core Competence: Idea Management
  • 12. 12 Heat Map Results are calculated using Mathematical Mode --- The MOST popular response. How the heat map is calculated and understanding the significance of the colors Calculating a cell’s color: • The 1st number in each cell represents the level of maturity for that specific dimension/row • The 2nd number in the cell represents the level of maturity for that specific competency/column • Add the two numbers together to get the total ‘color’ along the color gradient Example: Strategy/Idea Management 1, 2 Count 3 spaces along gradient to reach the color depicted within the heat map 1 2 3 4 5 6 7 8 9 10
  • 13. 13 How to interpret MMA results Common IM patterns: • “Root Cause can be elusive” • “Confusing activity for results” • “Perceptions are often skewed” Going deeper into the cube… “The best thing about the IMMA is it provides the organization with a common language about how to manage innovation” Professor Richard Kouri
  • 14. 14 “We have a portfolio management problem!” • When we look at our portfolio of projects they are all incremental innovations – there are no true winners! • Top management is losing faith in us; they tell us “quick, do this project” – but we never stop any projects. • It seems like we are working harder than ever… • We think they are pursuing an acquisition to immediately shore up our pipeline A. Root cause of IM problems can be elusive Case study #1 Symptoms: IM Diagnostic > Why companies struggle
  • 15. 15 “Ship without a rudder” • Little or no market orientation • No strategic planning • Portfolio Management and Org & Culture suffer as a result • Employees watch how senior management allocate resources A. Root cause of IM problems can be elusive Case study #1 Facts: IM Diagnostic > Why companies struggle One of many common themes CIMS sees in IMMA results
  • 16. 16 “We have a time-to-market problem!” • Decisions, when made, take too long • We seem to always be behind our competitors • By the time we get our product/service launched all the profits have been made and we are left to compete on price • Our employees are really disheartened; they read the trade press – some of them are leaving and going to smaller companies Case study #2 Symptoms: B. Strengths sometimes hide a gaping hole IM Diagnostic > Why companies struggle
  • 17. 17 “One trick pony” • Caused by a breakdown in Platform Management and Strategy • Everything is a “one off” • Ability to quickly address niche market cells is severely limited. • Very costly and inefficient business model • Impacts Organization & Culture (of course, everything does!) Case study #2 Facts: B. Strengths sometimes hide a gaping hole IM Diagnostic > Why companies struggle One of many common themes CIMS sees in IMMA results
  • 18. 18 “Our products don’t excite our new customers!” • Work is no fun anymore; its not the company I remember • I really don’t know what our strategy is? • Management seems averse to taking any risk • Heavy focus on making quarterly results – and not much else • Our products and services are just “Me too” C. Some factors count more than others Case study #3 Symptoms: IM Diagnostic > Why companies struggle
  • 19. 19 “Stuck in Incrementalism” • No capability… no will(?) to identify and develop ideas • Organization lacks an entrepreneurial spirit and drive • Combined with no strategy and a weak / non-existent Idea Management capability can be life threatening Facts: IM Diagnostic > Why companies struggle One of many common themes CIMS sees in IMMA results C. Some factors count more than others Case study #3
  • 20. 20 D. Innovation must be led from the top General rule #1 • Only top management can set strategy, allocate resources and affect the culture of the organization through their actions • Its middle management’s job to amplify on these directions and put them into operation Facts: “Top management sweet spot” IM Diagnostic > Why companies struggle
  • 21. 21 E. Don’t confuse activity with results • Scorecard is dominated by 2’s (“Defined” level of maturity) • Organization may have hired consultants; done some initial benchmarking; even documented their “to be” process”… • Until all the competencies are “Managed” (Level 3 maturity) there can be no change in performance Facts: General rule #2 “Wake up call!” IM Diagnostic > Why companies struggle
  • 22. 22 F. Caution: Perceptions are often skewed “Rose-colored glasses” • “We’re OK!”; [you are not OK?] • Often the response given by: • Senior Management • ‘Longer tenured’ people • The R&D Function! • Very common – why taking demographic ‘slices’ is important before launching any improvement program Facts: General rule #3 IM Diagnostic > Why companies struggle
  • 23. 23 “The Tool” is not just a diagnostic, but also a roadmap for remedy!
  • 24. From a diagnostic tool to a… Roadmap for Remedy!
  • 25. 25 1 Ad hoc  Ideas about new breakthrough products and services is thought to be the domain of R&D. When employees are encouraged to submit their ideas, they often do not receive relief from their ‘day jobs’ to pursue them.  Project ‘champions’ are often required to persevere and drive promising ideas to commercialization.  Employees may be cynical and question the importance management places on innovation. 2 Defined  The R&D portfolio is segmented into ‘horizons’ (e.g.H1,H2, and H3) to ensure adequate investments and talents, are allocated to the early identification and maturation of new, promising technologies.  Ideas are sought that address the full range of strategic issues, such as sustainability, services and solutions, etc.  Employees are presented with idea generation tools and encouraged to formally submit ideas. 3 Managed  Management presides over the organization’s ‘innovation board’; new ideas are systematically reviewed and employees provided ‘space’ (time and resources) to develop their ideas (before entering the formal project development process).  Cross-functional project teams (e.g. R&D, Manufacturing, Sales & Marketing, Business Development, Finance, etc.), using standard decision support tools, evaluate the commercial potential of the idea before substantial investments of time and capital are made. 4 Leveraged  The organization realizes that breakthrough ideas typically come from outside the company; it openly invites key business partners, suppliers, and academics to participate in the innovation process; organization actively ‘in licenses’ novel new technologies to complement its existing pipeline.  Creative and flexible IP policies are employed to motivate open and collaborative innovation.  Management challenges this ‘extended’ organization with the toughest business problems facing the organization; people are recognized for ideas leading to their solution. 5 Optimized  The organization is ‘ambidextrous’. Separate and distinct idea management capabilities - i.e. with different project sponsors, financial metrics, and risk management techniques - are established at the ‘front end’ of the organization’s innovation model to manage incremental and radical ideas.  A formal Alliance Management System is in place; all associates are treated as peers. Competence: Idea Management TODAY 2015 TARGET GOAL Actions: 2016 TARGET
  • 26. 26 Just a Few Firms Who Have Used IMMA
  • 27. 27 CIMS IMMA and VIQ used in the Kelly Services Innovation Journey http://cims.ncsu.edu/wp-content/uploads/2015/01/Kelly_CIMS-Innovation-White-Paper.pdf
  • 28. 28 Articles on the IMMA found in the CIMS IMR Newsletter • Innovation Officers: Let CIMS Help You Shape Your Firm’s Strategy (Spring 2012) • Driving Culture Change at BASF (Spring 2012) • Updating Our Tools for Competing in the Information Age (Spring 2011)
  • 29. 29 Join Us… CIMS Conference: Open Innovation - Revisited October 26th & 27th The Frontier @ RTP Keynote by Dr. Terri Griffith, Santa Clara University and one of Silicon Valley’s top 100 women! Griffith’s talk is titled; Lead by Letting Go: Are 20th Century Constraints Holding Open Innovation Back? Additional presenters from Industry, IAIOP, NC State University’s Poole College of Management and College of Design, plus more! Complete Details: cims.ncsu.edu/events
  • 30. 30 Apply the CIMS IM Framework and check out the CIMS IMMA at the same time! • Go to: http://cimscsa.com • Username: ISSIP2015 (case sensitive) • Password: cims-issip (case sensitive) • Enter Captcha Code Provided If you would like to further explore the IMMA, we will leave the assessment open through November 2015.