1 InnoKenn Part 1. Deducing, implementing, applying, Target group: External innovation experts

2 Basic definition of innovation Innovations are qualitatively new ideas for products or services improvements to products or services and process innovations that have been implemented successfully in the market or in society.

3 Basic definition of innovative capability Innovative capability can be defined fundamentally as the ability of a company to create innovations, not only once or randomly.

4 InnoKenn Origin

5 Success factors Based on empirically verified knowledge there is a broad consensus on the factors that make a company capable of innovation. In particular these are factors that also form the focus in the development towards a knowledge economy and the spread of new organisational and management concepts. “Soft” factors such as: Competence, motivation, creativity Cooperation Communication Flexibility and openness

6 Frequently mentioned operational success factors for innovative companies from empirical studies: Innovation management – innovative capability Objectives and values system Innovation as a strategy Support for innovative processes from top management Customer orientation Employee orientation Financial power Risk willingness Active competitive behaviour Quality objectives

7 Frequently mentioned operational success factors for innovative companies from empirical studies: Innovation management – innovative capability Management and organisational system Technological competence Qualified personnel Capacity for research and development Market knowledge, customer affinity Access to knowledge and information, a company culture oriented towards learning and the acquisition of competence, systematically supported further education, provision of training Decentralised, independently responsible organisational units, teamwork, cross-departmental cooperation, dialogue between research, development, production and marketing

8 Frequently mentioned operational success factors for innovative companies from empirical studies: Innovation management – innovative capability Communication and social system Open information and communications culture Social competence at management and team levels Room for manoeuvre on the part of staff Honouring of performance, incentives Social dialogue and representation of interests Participation and involvement of staff

9 What makes an innovative company? Innovative companies are characterised by the fact that innovation management is firmly anchored in their company organisation and company culture. By applying suitable management methods, innovation processes become manageable and are carried out faster and more securely HOWEVER: In reply to the question “Do you use innovation management methods in the company?” 69% of staff said no. Only 7 % of all participants stated that they have analysed their innovative capability.

10 Key questions for a diagnostic instrument How are developments and changes from the business sector detected? How are competitors identified and markets analysed? How are key competencies understood? How are strengths and weaknesses recognised? How does the company adapt to changed environmental conditions? How are company strategies transformed into innovation strategies?

11 Innovation diagnosis yes, but by with which method? Of a vast number of techniques and methods, only a few have reached a degree of practicability without any significant investment in training. InnoKenn is one such method Used on behalf of ca companies in Germany Proven sector use: automobile, IT, chemicals, energy Suitable for nearly all sectors

12 Reasons for the participation of a leading manufacturer from the automotive sector … to counteract a blinkered business attitude and smugness … good approach for improvements … maintenance and increase in our competitiveness with a sustainable yield  … to develop innovative  products, technologies  and processes Experiences

13 Improve your innovative actions systematically with the InnoKenn method Achieve the involvement of all agents in the innovation process Identify strengths and inhibiting factors of innovative capability Introduce personnel and organisational development on the basis of valid findings Image enhancement as a company committed to innovation InnoKenn is suitable for small and medium-sized companies Why take part?

14 Coffee break End of Part 1

15 Understanding of innovative capability An understanding that is based on the significance of people in the process from the idea to the successful innovative product. Holistic view of the company and its processes and structures. Significance of “soft” factors and the “employee as a resource” (competence, motivation, creativity, cooperation, communication, flexibility and openness). Working conditions that are conducive to innovation. Strengthening of individual competencies.

16 What does InnoKenn provide? Awareness of the “state” of the company Initiation of change processes among the target groups representatives of interests, management and staff towards more innovative capability Strengthening of the social dialogue in the company with the joint goal of securing the future Strengthening of the active competence of target groups and the company itself

17 Strategy Goal definition and strategy formulation Management Network Customer orientation Characteristic dimensions “InnoKenn” Staff Knowledge + competence Culture Involvement Representation of interests Process Idea management Product/service orientation Process orientation Method application Structure Work structure organisation Infrastructure Financing Personnel structure

18 …the diagnostic tool? Software-supported Questionnaires Visualisation of the results

19 InnoKenn/Strategy dimension/Questionnaire/Excerpt

20 InnoKenn/Process dimension/Questionnaire/Excerpt

21 InnoKenn/Structural dimension/Questionnaire/Excerpt

22 InnoKenn/Staff dimension/Questionnaire/Excerpt

23 InnoKenn – Visualisation of the results Excerpt: Average values and traffic light indication

24 InnoKenn – Visualisation of the results Excerpt: Strengths and weaknesses profile

25 InnoKenn – Visualisation of the results Excerpt: InnoKenn – group comparison

26 InnoKenn – Benchmarking

27 InnoKenn – Benchmarking

28 InnoKenn – Benchmarking

29 InnoKenn Implementation planning 1.Formation of an InnoKenn team 2.Identification and definition of the respondents 3.Analysis and assessment of the current state with the help of the InnoKenn diagnostic forms 4.Evaluation of the questionnaires; presentation of the results in a company workshop 5.Planning of measures to be taken and options for action 6.Realisation of the defined short-term, medium-term and long- term goals 7.Examination of the goals within the timeframe 8.Renewed cycle (assessment of the current state)

30 InnoKenn Time and resources (company with 100 employees) Preparation ca. 2-3 hours Staff time requirement per questionnaire ca. 20 minutes Data input into the system ca. 10 hours Processing of the analysis results ca. 2 hours Documentation of the results/report ca. 4 hours Workshop ca. 2 hours

31 InnoKenn features Designation: Diagnostic tool Application intensity: Quick check – statistical evaluations Versions: Uncommented and commented form Scale: 1 to 5 (+ cannot answer) Structure: 48 indicators, 16 features, 4 dimensions Sector-specific: tested for chemicals, energy, IT, automotive sectors Size-specific: for all operational and company sizes Deployment concept: Dialogue-based approach representatives, employers, employee groups Evaluation: Traffic light model divided into thirds Results: Average values at three levels, distribution, missings, profiles for each of the different groups

32 Contact IMO - Institut zur Modernisierung von Wirtschafts- und Beschäftigungsstrukturen GmbH Taubenstraße Hilden Project InnoWeit