Enterprise Team Inventiveness Persona


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.


To understand the different team members persona’s within a given enteprise. The distribution of the different team members person’s different from an enteprise to another. This difference is based on several factors including

  • the nature of the business
  • the nature of R&D and percentage of R&D compared to manufacturing and operations
  • the enteprise culture and leadership style
  • the enteprise policies, processes, methods and tools
  • the competition nature of the target market
  • the core competiencies and human talent readiness

By understanding the inventiveness distribution curve, the innovation management can better understand the target population and thus:

  • Set priorities of the enteprise innovation management strategey implementation
  • Better understand the motives of the target population and thus better design the target enteprise innovation initiatives
  • Better gurantee the percentage of engagement and aligment with the different stake holders.

How to Use

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.

Career AdvancersRecognition, Benefits
Lifestyle, Learning
GeeksChallenge, Appreciation
Idea Realization, Learning
ResearchersExploration, Learning
Sense of Achievement
Multi-potentialsProof of Capacity


Team members who are very passionate about technology & solving technical challenges. They are very good at the application level.
Team members who enjoy a wide experience and skills that cover multiple sectors and disciplines.
Explorers with passion for new or novel experiments. They have the capacity to put efforts in new topics that were not previously tackled.
Team members who are putting their career on top of their priorities. They want to show off a good career record within the shortest period of time.
Team members who consider their job only as an earning potential and wouldn’t exert extraordinary effort.
Inactive team members that are lacking the passion for their job and their career. Laggards group are in general disengaged and in many cases desperate. Activating such type of persona is possible but huge effort and investment is needed to achieve re-engagement and activation.


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, during the establishing the internal enterprise innovation culture, we recommend

  • In the early stage 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.
  • In the intermediate maturity stage, 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.