The Science of Innovation

Strategically Managing Innovation Culture for Enhanced Organizational Performance You can manage what you can measure You can implement what you understand Innovation is correlated with higher top line and bottom line performance

Relation Between Innovation, Strategy and Performance Planned Incremental Random Radical Better execution of strategy – enhanced competitive advantage New value creation – transient competitive advantage Status quo strategy and performance Creates new industry Innovation Environment

Industry Leading Research – U.S. F1000 U.S. F1000 Innovation Research Largest study on Innovation to date on U.S. F1000 Companies

The InnovationOne Model – 12 Drivers of Innovation

PORTFOLIO OF ACTIONS AND ROADMAP TO ADVANCE INNOVATION ACROSS THE BOARD IMPLEMENTATION PLAN ASSESSMENT Innovation Health Index GAP ANALYSIS - EXPECTED vs DESIRED STATE PROCESSES LEADERSHIP RESOURCES KNOWLEDGE MANAGEMENT TODAYEND STATE GAP You can Implement What you Understand

Sample Output from Analytics Senior management needs to take further steps to embed innovation into the core values and mission of the organization on a go forward basis. Employees are ready to embrace innovation but are not incentivized to do so at this time. Current business model does not support innovation. Need to reconsider alternate strategic approaches to engage employees. Need to refocus organizational learning opportunities on innovation and creativity. Redistribute current resources to the support innovation activities. Employees consider themselves to be creative but do not have the time to fully express this. Allocate more time/opportunity/situations for innovation time and space for employees Communications practices currently do not support an innovation environment. Employees are not concerned about the proprietary value of knowledge as it pertains to the organization’s competitive position. They feel it is someone else’s responsibility. Knowledge does not flow from division to division. Employees feel that any new value generated will come from within their existing competitive cluster, but they are unsure who is responsible for creating this value. Employees generally feel empowered, however they are reluctant to try new things. There is a fear of failure and the consequences of same. Employees are not intra-preneurial. Many employees do not feel that (or understand how the innovation strategy of the organization is aligned with the overall organizational strategy. Further emphasis has to be placed on aligning vision, mission, objectives and tactics. Leadership – propensity (63%) – connectivity (72%) – architecture (59%) Resources – skills and creativity (70%) – organizational learning (57%) – technological and financial support (56%) Knowledge Management – knowledge generation (54%) – knowledge dissemination (52%) – business environment enactment (73%) Process – employee empowerment (70%) – new venture management (67%) – alignment (61%) C D C- C

You can Manage What you can Measure Customized Implementation based upon Organizational Analytics Use of analytics to measure the Leadership for Innovation, Resources for Innovation, Knowledge Management Innovation, and Process for Innovation from the 12 drivers model.  Organization-wide Score  Division/department Scores Gap analysis of actual scores versus goal scores in efforts to move toward ‘innovation certification’ status. For Display Purposes Only Several reporting formats – including an innovation scorecard, aid decision- makers in digesting results and planning correction measures and next steps for the innovation strategy.

Contact Dr. Brooke Dobni (306) ; Ed Colby, MBA (978) ;