Enterprise Innovation Maturity Evaluation Grid Canvas
- Represent the audit result in a visual consolidated view
- Consolidated understanding for the enterprise innovation readiness and capabilities
- Identification of the current gaps and points of improvement
- Summarizing the enterprise innovation audit finding
How to Use
Below each sub-pillar the score card will be arranged from scale 1 to 4. 1 Being unsatisfactory and 4 being the most satisfactory
Enterprise Maturity Evaluation Grid Score Card
|New Concept Generation||• Ad hoc development of new product concept||• Limited customer contact|
• Product concept developed internally within single function
• Idea is internally based
|• New product concept sought in the marketplace and research into customer needs|
• Involvement of marketing and technical functions in developing and screening new product concepts.
|• Direct long term relation with customers to get feedback and identify needs
• Continues screening of opportunities and new trends
• Clear Communication strategy to get different team feedback especially teams working with customers
|Innovation Planning||• No planning||• Planning for next generation||• Planning for up to two generation||• Long-term planning for three generation
• Market driven innovation planning
|Inventiveness & Creativity||• The business environment discourages creativity||• New ideas are encouraged, but risk-taking is avoided||• Risk-taking to implement new ideas is encouraged||• Innovative and entrepreneurial behavior is rewarded.
• Resources are available to fund unplanned activities.
|Teamwork & Organization||• No teamwork and little communication exist between areas of functional expertise.||• Some use of functional expertise or functionally-based teams, but no project discipline or involvement of other functions.||• Limited use of multi-functional teams. These project teams are disciplined and review progress.||• Widespread use of multi-functional teams with early involvement by all. Strong team leadership with teams empowered to make decisions.|
|Process of Innovation||• Not actively seeking new technology to support business processes.||• No manufacturing, service or business process strategy. |
• Process technology bought off-the-shelf and installed without customization.
• Often the technology drives the process.
|• Business strategies ensure that process capabilities support market or customer needs. |
• Investment made in improving and developing systems and technologies.
|• Strong links between product, service and process development.
• Technology remains current with new processes.
|Market Focus||• Absence of Market Analysis|
• Absence competitors information
• No market channels
|• Adhoc consumer interaction and consideration|
• Adhoc competitor information
• Weak distribution channels
• No marketing activities
|• Knowing consumer needs|
• Knowledge about competitors
• Existence of distribution channels
• Adhoc marketing activities
|• Detailed market analysis and clear consumer needs
• Detailed competitive analysis and product competitive edge.
• Well established market channels and distribution.
• Professional marketing plan and communication
|Climate for Innovation||• Short-term financial viability and the avoidance of risk are encouraged at the expense of innovation.||• General encouragement for innovation, but little or no measurement or reward for it.||• Innovation is customer-driven. |
• Performance measures for innovation are reviewed regularly at the most senior business level.
|• Management encourages and rewards risk-taking and new ideas.
• Everyone in the business understands how technology and service development drive innovation
|Goals for Innovation||• Little or no management involvement in innovation.||• No innovation goals. |
• The value of innovation is not represented at the most senior business level.
|• Innovation and technology capability seen as a means of gaining competitive edge and/or improving services.||• Explicit and challenging goals are set for innovation with an understanding of how it can shape strategy over the long term.|
|Human Capital Allocation||• No human resource planning for innovation; key innovation skills are missing from the business.||• The human resources needed for innovation are generally known and available, but slow to be accessed and applied.||• The skills required for innovation are identified and are fully resourced through recruitment and training.||• The business grows innovation competency through on-going skill and career development in all functional areas.|
|Funding||•Status quo budget process, i.e., no new thinking or fundamental changes from last year.||• Industry average levels are the baseline, with product/service development and training budgets subject to sharp fluctuations from year to year.||• Policies in place on how product/service development and training should be funded. |
• Efforts to ensure that capacity for this is available from suppliers and external support functions.
|• Financial resources are related to the potential contribution that product/service development and training can make to the business over the short- and long-term, with minimal fluctuations despite cash flow variations.|
|Systems||• Limited use of information or communication systems.||• The primary use of information and communication systems is within specific functional areas.||• There is widespread use of information and communication systems, but primarily for one-way information flow internally. |
• Few systems link with suppliers and customers.
|• Systems are geared to improving business process, service development and delivery and to shortening delivery times.
• Systems for both internal and external collaboration are in place.
|Tools||• No significant usage of business or process management tools.||• Ad hoc tool usage, with no clear objectives.||• Some use of tools to improve products, service and process effectiveness and innovation.||• Widespread use of appropriate tools to capture customer needs and ensure the effectiveness of products, services and process design.|
|Quality Assurance||• Ad hoc quality management.||• Quality control in some parts of the business with little involvement from other functions.||• Practices and procedures in place for quality assurance of products, services and processes.||• A culture of continuous quality improvement across the entire business with a focus on achieving improved innovation performance.|
|Technology Monitoring||• No systematic means for Internal & External Environment Competitive Analysis and Monitoring||• Narrative identification of Core Competencies|
• Absence of Core Competency Continues Improvement Plans
• Absence of formal systematic Monitoring for external & internal environment
|• Systematic Analysis for both external and internal environments in place|
• Formal identification of core competency
• Absence of core competency improvement plans
• Technology acquisition and core competency strategies are not integrated with Corporate business strategy.
|• Continues systematic monitoring for both internal and external environments.
• Core competency continues improvement plans.
• Technology road map are in place considering future disruptive technologies
• Technology strategy and business strategy are integrated serving each other.
|Technology Strategy||• Absence of Technology acquisition strategy|
• No process for R&D projects identification in place
• No Evaluation Mechanism in place
|• Technology Acquisition sources are identified|
• Quantitative Evaluation for R&D projects are in place
• Favoring Communication with other teams with no formal channels in place
|• R&D issues are identified using formal procedure|
• R&D projects selection procedure is in place
• Technology strategy is not formally deigned
• Communication channels are in place
|• Distinctive technologies are identified and acquisition strategy is in place
• Technology acquisition is linked to business strategy
• Continues qualitative and quantitative measures are in place
• Communication are encouraged and formal channels are defined
|Management of IP||• Absence of IP Strategy and process.||• IP is encouraged but with no formal process nor funds||• IP is encouraged |
• Formal IP process is in place
• Required funds are available
• Absence of IP strategy
• IP generation is not linked to Organization strategy
|• IP strategy is in place serving organization objectives
• IP process and funds are in place