This is an essential tool to understand the enterprise team members’ motives, needs and readiness. By conducting this exercise the internal innovation initiative designer can guarantee the usage of the proper tool, initiative type and internal readiness of the enterprise.
Understanding the motive, needs, aspiration and objectives for each group will be of great value for designing and launching the proper initiative at the right time. Each of the above mentioned groups has a unique method and approach when it comes to initiative rewards design, initiative nature, initiative motives and communication strategy.
The distribution percentage of each of the groups within the organization varies according to many parameters including the organization size, hierarchical structure, industry type and nature, internal organization culture, complexity of team members competencies and skills, management still and type and also the geographic location of the operations. All these parameters and factors directly impact the inventiveness personas distribution curve.
So for example, within the same enterprise in different internal organizations or site location, you can have complete different distribution curve. The curve may differ from manufacturing site to R&D site or from the headquarters compared to global offshore center. So to be able to come up with an enterprise inventiveness personas curve we need to asses the different enterprise organizations, functions and even sites. At the end we will consolidate and aggregate the different results to come with the average enterprise consolidated inventiveness personas curve.
Understanding each target persona motive is very important while designing each and every internal innovation initiative or program. By understanding the motive, we will have a better experience design, communication message which will lead to higher engagement level.
|Career Advancers||Recognition, Benefits
|Leapfrog your career
Stand within the crowd
Idea Realization, Learning
|Solve the unsolvable
Overcome the challenges
Sense of Achievement
|Do something different
Explore new possibilities
|Multi-potentials||Proof of Capacity
|Utilize your potentials|
Enterprise Innovation Initiatives VS Inventiveness Persona Coverage
Enterprise innovation initiative VS inventiveness coverage graph is designed to help in mapping the internal initiative or programs to the target population size and expected inventiveness impact.
The graph is composed of 4 quadrants:
- The first quadrant to the left-bottom represents the initiatives that serve the Laggard group population which is characterized by medium size team count and low impact.
- The second quadrant left-top represent the initiatives that serve Traditional group population which is characterized by large size team count and low impact.
- The third quadrant right-top represent the initiatives that serve career Advancers which is characterized by medium to large size team count and medium impact.
- The fourth quadrant right-bottom represent the initiatives that serve Researchers, Multi-potentials and Geeks which are characterized by small size team count and high impact.
The decision of targeting which person inventiveness group depends on several factors including the stage of internal innovation maturity, the objective of the internal innovation strategy or programs and the enterprise innovation culture fostering readiness.
Generally, in the early stage of establishing the internal enterprise innovation culture, we recommend starting with quadrant four which focuses on the Geeks, Researchers and Multi-potentials as this group’s readiness from competency perspective and motive is clearer and usually these group members will be converted to your innovation ambassadors and influencers. Following that, it is recommended to go approaching quadrant three including the career Advancers as this group has also a clear motive and usually they are competent, with larger team size and having high personal skills as promoters. As the internal innovation culture maturity increases you can start approaching quadrant two followed by quadrant one. The more team members you attract and engage from those two quadrants, the more you can consider that the culture is really fostered.