Innovation Cafe: Charting the Path of Innovation Maturity
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Mindjet’s Innovation Strategy Directors, Harvey Wade and Tom Brister, discuss the key dimensions to building a strong, successful innovation program. It’s not an easy road, but Mindjet’s team of seasoned services professionals will chat about how to overcome obstacles and assess your program for a better understanding of your strengths and weaknesses.
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Innovation Cafe: Charting the Path of Innovation Maturity
- 1. February 25, 2014 Charting the Path of Innovation Maturity
- 2. Meet the Speakers Tom Brister, Director, Innovation Strategy As a Mindjet Strategist, Tom helps Mindjet customer's build successful programs to transform their business using our SpigitEngage platform. Prior to joining Mindjet, Tom built and lead the Enterprise Innovation Program at Allstate Insurance. Tom has 15 years of experience in strategy development, leading change, and innovation management. He is a graduate of Texas State University with a bachelors in Computer Science. Harvey Wade, Director, Innovation Strategy Harvey provides strategic direction and support to Mindjet’s key clients, as they engage their workforce and customers to identify ideas that solve and overcome key challenges. Based in the UK, he has over 17 years experience in the financial services sector, working for Commercial Union, CGU, Aviva and Allianz Insurance, where he designed, setup and ran the employee ideation and innovation program. He is a graduate of Warwick University with a bachelors in Chemistry.
- 3. Agenda • The Journey • The Model • A Customer Story • Q&A
- 4. The Journey
- 5. Where are you on your Innovation Journey? • Where are we on our innovation journey? • How far have we gone? • Where could we get to? • Where do we go next? • What are we doing well and what needs to improve?
- 6. Why change? • Seeking better or different results and outcomes from their innovation program • Need to reduce risk of change • Uncertain of the effect changes may have • We need confidence to make the changes that brings greater success “If you do the same thing over and over again, don’t be surprised that you always get the same results.”
- 7. The Model
- 8. Foundation of Innovation assessments Mindjet’s innovation maturity model is the foundation any assessment process. This model, developed by Mindjet, enables the innovation maturity and capabilities of an organization to be objectively measured. Mindjet Innovation Maturity Model
- 9. Innovation Model Dimensions The model looks at the ten key dimensions of any successful and mature innovation program. Strategy Skills & Capabilities Process Tools & Technology Measurements & Metrics Implement & Execute Engagement Culture Governance Sponsorship Mindjet Innovation Maturity Model
- 10. Innovation Model Dimensions The model looks at the ten key dimensions of any successful and mature innovation program. Strategy Skills & Capabilities Process Tools & Technology Measurements & Metrics Implement & Execute Engagement Culture Governance Sponsorship Strategy What is the focus of innovation and how does it align with the corporate objectives? Mindjet Innovation Maturity Model Strategy
- 11. Innovation Model Dimensions The model looks at the ten key dimensions of any successful and mature innovation program. Strategy Skills & Capabilities Process Tools & Technology Measurements & Metrics Implement & Execute Engagement Culture Governance Sponsorship Do your sponsors enable your program to grow? Mindjet Innovation Maturity Model Sponsorship
- 12. Innovation Model Dimensions The model looks at the ten key dimensions of any successful and mature innovation program. Strategy Skills & Capabilities Process Tools & Technology Measurements & Metrics Implement & Execute Engagement Culture Sponsorship Governance How and who is responsible for the regulation and control of the program? Mindjet Innovation Maturity Model Governance
- 13. Innovation Model Dimensions The model looks at the ten key dimensions of any successful and mature innovation program. Strategy Skills & Capabilities Tools & Technology Measurements & Metrics Implement & Execute Engagement Culture Governance Sponsorship Process Is the innovation process formalized and widely used? Mindjet Innovation Maturity Model Process
- 14. Innovation Model Dimensions The model looks at the ten key dimensions of any successful and mature innovation program. Strategy Skills & Capabilities Process Tools & Technology Measurements & Metrics Implement & Execute Engagement Governance Sponsorship Culture Is the culture receptive to change and does the organization encourage experimentation and innovative behaviors? Mindjet Innovation Maturity Model Culture
- 15. Innovation Model Dimensions The model looks at the ten key dimensions of any successful and mature innovation program. Strategy Skills & Capabilities Process Tools & Technology Measurements & Metrics Implement & Execute Culture Governance Sponsorship Engagement Who are you engaging with and how? Mindjet Innovation Maturity Model Engagement
- 16. Innovation Model Dimensions The model looks at the ten key dimensions of any successful and mature innovation program. Strategy Process Tools & Technology Measurements & Metrics Implement & Execute Engagement Culture Governance Sponsorship Skills & Capabilities Do you give people the ability to think and act creatively to solve critical business problems? Mindjet Innovation Maturity Model Skills & Capabilities
- 17. Innovation Model Dimensions The model looks at the ten key dimensions of any successful and mature innovation program. Strategy Skills & Capabilities Process Tools & Technology Measurements & Metrics Engagement Culture Governance Sponsorship Implement & Execute What resources and methods does your organization have to implement ideas? Mindjet Innovation Maturity ModelImplement & Execute
- 18. Innovation Model Dimensions The model looks at the ten key dimensions of any successful and mature innovation program. Strategy Skills & Capabilities Process Tools & Technology Implement & Execute Engagement Culture Governance Sponsorship Measurements & Metrics Is innovation being measured and is success clearly defined and communicated? Mindjet Innovation Maturity Model Measurements & Metrics
- 19. Innovation Model Dimensions The model looks at the ten key dimensions of any successful and mature innovation program. Strategy Skills & Capabilities Process Measurements & Metrics Implement & Execute Engagement Culture Governance Sponsorship Tools & Technology Do you have an infrastructure of innovation tools and technologies and a broad set of methodologies on use them? Mindjet Innovation Maturity Model Tools & Technology
- 20. Innovation Model Dimensions The model looks at the ten key dimensions of any successful and mature innovation program. Mindjet Innovation Maturity Model Strategy Skills & Capabiltiies Process Measurements & Metrics Implement & Execute Engagement Culture Governance SponsorshipTools & Technology
- 21. Dimension Maturity Level Novice Experienced Op/mized As an organization grows in it’s maturity, it moves through levels in each dimension.
- 22. Engagement Dimension Novice Experienced Op/mized “Who are you engaging with and how?
- 23. So putting this altogether… Maturity Level 1 Indicator DIMENSION An area of concern for our clients that can be assessed and matured. Each Dimension has a set of assessment criteria associated with it. MATURITY LEVEL A generalization used to help customer’s self- identify. Each Maturity level has a set of: • Advancement Timing • Dimension Indicators • Dimension Advancement Activities DIMENSION INDICATOR A characterization of a particular dimension for this maturity level. Each Dimension Indicator has a set of examples associated with it. Strategy Sponsorship Governance Process Culture Engagement Skills & Capabiltiies Implement & Execute Measurement & Metrics Tools & Technology Strategy Sponsorship Governance Process Culture Engagement Skills & Capabiltiies Implement & Execute Measurement & Metrics Tools & Technology
- 24. The Innovation Maturity Model… Novice Experienced Optimized Strategy Reactive & short-term Aligned to corporate objectives Drives competitive advantage Sponsorship Informal/ part-time Assigned Exec role Dedicated senior Exec role Governance Undefined & uncontrolled Defined but not fully developed Clear ownership & responsibility Process Sporadic Process defined but limited adoption Repeatable process & used in all areas Culture Risk averse Pockets of Innovative behavior Experimentation valued & widespread Engagement Siloed & limited Internal collaboration Internal & external co-creation Skills & Capabilities Self-directed Limited training Formalized program Implement & Execute Serendipitous Defined but constrained Multiple defined channels Measurement & Metrics Adhoc Balanced scorecard Strategic & shared Tools & Technology Limited technologies & tools Variety of technologies or methods Multiple approaches & methods are used
- 25. Identify the “current state” Novice Experienced Optimized Strategy Reactive & short-term Aligned to corporate objectives Drives competitive advantage Sponsorship Informal/ part-time Assigned Exec role Dedicated senior Exec role Governance Undefined & uncontrolled Defined but not fully developed Clear ownership & responsibility Process Sporadic Process defined but limited adoption Repeatable process & used in all areas Culture Risk averse Pockets of Innovative behavior Experimentation valued & widespread Engagement Siloed & limited Internal collaboration Internal & external co-creation Skills & Capabilities Self-directed Limited training Formalized program Implement & Execute Serendipitous Defined but constrained Multiple defined channels Measurement & Metrics Adhoc Balanced scorecard Strategic & shared Tools & Technology Limited technologies & tools Variety of technologies or methods Multiple approaches & methods are used Assigned Exec role Reactive & short-term Defined but not fully developed Process defined but limited adoption Risk averse Internal collaboration Self-directed Serendipitous Adhoc Limited technologies & tools
- 26. Novice Experienced Optimized Strategy Reactive & short-term Aligned to corporate objectives Drives competitive advantage Sponsorship Informal/ part-time Assigned Exec role Dedicated senior Exec role Governance Undefined & uncontrolled Defined but not fully developed Clear ownership & responsibility Process Sporadic Process defined but limited adoption Repeatable process & used in all areas Culture Risk averse Pockets of Innovative behavior Experimentation valued & widespread Engagement Siloed & limited Internal collaboration Internal & external co-creation Skills & Capabiltiies Self-directed Limited training Formalized program Implement & Execute Serendipitous Defined but constrained Multiple defined channels Measurement & Metrics Adhoc Balanced scorecard Strategic & shared Tools & Technology Limited technologies & tools Variety of technologies or methods Multiple approaches & methods are used Identify the “current state” Novice Experienced Optimized Strategy Reactive & short-term Aligned to corporate objectives Drives competitive advantage Sponsorship Informal/ part-time Assigned Exec role Dedicated senior Exec role Governance Undefined & uncontrolled Defined but not fully developed Clear ownership & responsibility Process Sporadic Process defined but limited adoption Repeatable process & used in all areas Culture Risk averse Pockets of Innovative behavior Experimentation valued & widespread Engagement Siloed & limited Internal collaboration Internal & external co-creation Skills & Capabilities Self-directed Limited training Formalized program Implement & Execute Serendipitous Defined but constrained Multiple defined channels Measurement & Metrics Adhoc Balanced scorecard Strategic & shared Tools & Technology Limited technologies & tools Variety of technologies or methods Multiple approaches & methods are used Novice Reactive & short-term Informal/ part-time Undefined & uncontrolled Sporadic Risk averse Siloed & limited Self-directed Serendipitous Adhoc Limited technologies & tools
- 27. Novice Experienced Optimized Strategy Reactive & short-term Aligned to corporate objectives Drives competitive advantage Sponsorship Informal/ part-time Assigned Exec role Dedicated senior Exec role Governance Undefined & uncontrolled Defined but not fully developed Clear ownership & responsibility Process Sporadic Process defined but limited adoption Repeatable process & used in all areas Culture Risk averse Pockets of Innovative behavior Experimentation valued & widespread Engagement Siloed & limited Internal collaboration Internal & external co-creation Skills & Capabilities Self-directed Limited training Formalized program Implement & Execute Serendipitous Defined but constrained Multiple defined channels Measurement & Metrics Adhoc Balanced scorecard Strategic & shared Tools & Technology Limited technologies & tools Variety of technologies or methods Multiple approaches & methods are used Help to prioritize Novice Reactive & short-term Informal/ part-time Undefined & uncontrolled Sporadic Risk averse Siloed & limited Self-directed Serendipitous Adhoc Limited technologies & tools #1 #2 #3 #4
- 28. Build Recommendations… Strategy • Work with Executives to identify 2014 business goals • Map 2014 program goals to 2014 business goals Tools & Technology Measurement & Metrics Culture • Build Regional Challenge Platform and Process • Expand platform usage to all employees • Identify new measurements based upon new goals • Integrate program metrics into executive dashboard • Formalize Key Innovation Roles • Revise Challenge incentive structure #1 #2 #3 #4
- 29. A Customer Story
- 30. The Customer Profile $11B/revConsumer Products Company § 20,000 Employees § 2.3 Million Customers § Sales & Digital Leadership Partner 50+ Years of…Traditional thinking and process § Conservative Culture § Opaque leadership decision making § Old fashioned project prioritization & management On Transforming how they interact with partners and customers to… § Identify & prioritize their needs § Create a deeper relationship § Consumer generated solutions Focused Commitment to moving forward with a transformative capability and the required resources to get… § Employee & Consumer Ideas § Consumer Feedback & Evaluations § Selecting “Good” Ideas 100%
- 31. Obstacle to Innovation Success - The Customer’s Reality Brand First Any change to the relationship with customers bring tremendous brand risk that tend paralyze the organization and the launching of similar capabilities in the past. It’s Complicated The customer has a very complex relationship with partners & customers globally, that varies by geography and maturity of each market. They don’t know how to rationalize and manage a change to that relationship A fear of not fully understanding their current innovation maturity, and their own agendas before launching a transformation effort. Cart, Horse Leadership does not want to engage in risk mitigation behavior that limits scope and opportunity. They want to proceed with confidence and with scope that will make a meaningful market impact on their business or want to move to other business opportunities that will. All or Nothing
- 32. Our Journey with the Client Today Forward Tomorrow Help Them Understand their “Today” Help Them Understand Their “Tomorrow” Help them Agree Upon Their Path Forward
- 33. Gaining Clarity – The Mindjet Innovation Maturity Assessment Man in the Mirror The client understands what they are capable of as an organization in the near and long term. They also understand how they measure up against industry standards. Defined SuccessThe client gained clarity about the key success factors that any innovation capability will need to have to accommodate their customer/partner relationship To Thine Own Self…The client recognized, prioritized, and integrated key internal organizational agendas into the path forward as program requirements The client received a detailed set of recommendations that reflects their strengths, weakness, and opportunities for change. These recommendations where socialized to gain broad alignment for the future capability. Path Forward
- 34. CapabilityPartner Gaining Clarity – The Mindjet Innovation Maturity Assessment “Mindjet enabled us to understand what we need to focus on to build our innovative capabilities; their expertise was invaluable.” “The strategic assessment allowed us to develop robust approach to innovation and get us to get broad alignment for the resulting future vision.” Detailed Compelling Vision for the future of innovation in their organization still guiding them today. Multi-phase program underway with broad organizational support and input. Transformation journey is being received by all corners of the organization with excitement and readiness for change.
- 35. Breaking through to New Levels 1. Understand your organization 2. Comparatively benchmark 3. Refocus innovation activities 4. Future vision clarity 5. Tools & Technology support “Mindjet’s assessment allowed us to develop robust approach to innovation and get us to get broad alignment for the resulting future vision.”
- 36. Q & A
- 37. Register for the Next Webinar Speakers: Tom Kneen of Cisco and Matt Chapman of Mindjet Date: Wednesday, February 26, 2014 Time: 10AM GMT/ 1PM EDT! Format: 45 min interactive webinar and Q&A To register today, email: webinars@mindjet.com or visit: mindjet.com Speaker: Charlene Li of Altimeter and Milind Pansare of Mindjet Date: Wednesday, March 12, 2014 Time: 10AM PST/ 1PM EST! Format: 45 min interactive webinar and Q&A To register today, email: webinars@mindjet.com or visit: mindjet.com