Daniel Pandza - Innovation Capability Assessment v1.8

INNOVATION GAPS ASSESSMENT v1.8

INNOVATION CAPABILITY ASSESSMENT Innovation is a systematic and strategic process that can be designed, trained, documented and improved. In order to innovate effectively and come up with significant innovations, your company must be familiar with a critical set of innovation capabilities. Once your team is familiar with its capabilities, you can identify those that critically need to be developed in your organization and those that are not. The critical ones can then be developed through training and coaching. Non-‐critical capabilities can be acquired through the systematic integration of external experts. On the following pages, we have prepared a self-‐diagnostic test that will enable you to assess the current state of your innovation capabilities and competencies. Please fill out the questionnaire as objectively as possible. Focus on the “how your organization approaches innovation today”. In our next review, we will then be able to prioritize tasks, challenges and projects accordingly. Best regards, Daniel Pandza Innovation Effectiveness Consultant & Business Designer daniel@danielpandza.com (+521) 331-‐2655131 Guidelines for the self-‐assessment: 0% -‐ activity currently not on your radar. 25% -‐ activity on radar, but no concrete decisions made, yet. 50% -‐ concrete decisions made, but not implemented, yet. 75% -‐ activity implemented, but no desired results were achieved, yet. 100% -‐ activity implemented effectively, desired results were achieved.

INNOVATION GAPS ASSESSMENT v1.8 GAP 1 -‐ ACTION-‐GAP

Is innovation on your corporate agenda? Have you assigned RESOURCES to systematically explore innovation opportunities?

How EFFECTIVE has the innovation team been? Do the initiatives deliver results to the most pressing challenges your organization is facing?

If the effectiveness has been low, what adjustments can you make in order to achieve the desired outcome?

The following action steps might increase your innovation effectiveness:

# HAS YOUR LEADERSHIP TEAM… 1 SET CLEAR AND MEANINGFUL INNOVATION GOALS THAT ARE ALIGNED WITH YOUR GROWTH, DIFFERENTIATION, AND EFFICIENCY GOALS? 2 CREATED AN ENVIRONMENT THAT TRIGGERS INNOVATION 3 COMPOSED & CULTIVATED INNOVATION TEAMS 4 ENABLED INNOVATION TEAMS TO FOLLOW A SYSTEMATIC AND DYNAMIC INNOVATION PROCESS 5 MEASURED THEIR INNOVATION ACHIEVEMENTS COMMENTS:

Not Aware

Aware, but no decision

Decision made, but not executed

Executed, but no results achieved

Executed and attractive bottom-‐ line results

0%

25%

50%

75%

100%

INNOVATION GAPS ASSESSMENT v1.8 GAP 2 -‐ IDEA-‐GAP

Great innovations are build on great ideas… The foundation of great ideas is the identification of meaningful and clearly defined problems or opportunities.

How disruptive are the ideas that your team has developed? What is the success rate of your endeavors? How likely is it that the ideas get implemented and deliver attractive returns on investment?

If the effectiveness has been low, what adjustments can you make in order to achieve the desired outcome?

The following action steps might increase your innovation effectiveness:

#

HAS YOUR LEADERSHIP TEAM… 6 IDENTIFIED AND DOCUMENTED MEANINGFUL CHALLENGES? 7 COMPOSED, TRAINED AND LED TEAMS IN THE PROCESS OF CREATIVE PROBLEM SOLVING? 8 SYSTEMATICALLY ANALYZED PROBLEMS AND DOCUMENTED THE FINDINGS? 9 IDENTIFIED THE KEY CONSTRAINTS THAT LIMIT THE ADOPTION OF THE INNOVATION? 10 SYSTEMATICALLY EXPLORED SEVERAL ALTERNATIVE SOLUTIONS? COMMENTS:

Not Aware

Aware, but no decision

Decision made, but not executed

Executed, but no results achieved

Executed and attractive bottom-‐ line results

0%

25%

50%

75%

100%

INNOVATION GAPS ASSESSMENT v1.8 GAP 3 -‐ NEED-‐GAP

Customer value is subjective, context-‐specific and dynamic. Has your team identified all the potential customer segments and key stakeholders within each segment?

Do you possess a thorough understanding of the key value drivers that influence behavior? Does the information help you to prioritize the product development pipeline? Are you minimizing wasted product development efforts (time / $)?

If the effectiveness has been low, what adjustments can you make in order to achieve the desired outcome?

The following action steps might increase your innovation effectiveness:

Not Aware

# HAS YOUR LEADERSHIP TEAM… 0% 11 IDENTIFIED THE KEY STAKEHOLDERS THAT ARE RELATED TO THE CHALLENGE? 12 ANALYZED THE CUSTOMER ACTIVITY CHAIN FOR THE DIFFERENT STAKEHOLDERS? 13 IDENTIFIED THE KEY “JOBS” AND BARRIERS THAT LIMIT CONSUMPTION? 14 IDENTIFIED THE KEY OUTCOMES THAT EACH STAKEHOLDER IS AIMING FOR? 15 COMMUNICATED EFFECTIVELY THE KEY OUTCOMES AND OPPORTUNITIES TO THE NEW PRODUCT & SOLUTION DEVELOPMENT TEAM? COMMENTS:

Aware, but no decision

Decision made, but not executed

Executed, but no results achieved

Executed and attractive bottom-‐ line results

25%

50%

75%

100%

INNOVATION GAPS ASSESSMENT v1.8 GAP 4 – SOLUTION-‐DESIGN-‐GAP (Part 1)

Successful organizations TRANSLATE the identified needs into tangible product attributes. Do the attributes create value for the buyer/consumer? Is new product-‐development time optimal compared to your competitors? Does your team stay on time and budget?

If the effectiveness has been low, what adjustments can you make in order to achieve the desired outcome?

The following action steps might increase your innovation effectiveness:

# HAS YOUR LEADERSHIP TEAM… 16 STATISTICALLY ANALYZED THE KEY OUTCOMES & OPPORTUNITIES? 17 PRIORITIZED, DEFINED THE FOCUS AND IDEATED SOLUTIONS? 18 MEASURED THE EFFECTIVENESS OF THE SOLUTIONS IN THE MARKET PLACE (ITERATIVELY)? 19 MADE EFFECTIVE MAKE-‐OR-‐BUY DECISIONS? 20 ASSURED EFFICIENT MANUFACTURABILITY, ASSEMBLY & CONSISTANT PRODUCT QUALITY? COMMENTS:

Not Aware

Aware, but no decision

Decision made, but not executed

Executed, but no results achieved

Executed and attractive bottom-‐ line results

0%

25%

50%

75%

100%

INNOVATION GAPS ASSESSMENT v1.8 GAP 4 -‐ SOLUTION-‐DESIGN-‐GAP (Part 2)

Sometimes a product alone does not satisfy all the needs of the customer. This can be based on the complexity of the product, the complexity of the application, or the level of experience of the client / user.

Has you team IDENTIFIED the complete set of products, services or information that is needed by the customer? Does your whole offer create a compelling reason to buy? Is the offer generating attractive ROI for your organization? If not, is it generating customer-‐lock-‐in, competitor lock-‐out, or other benefits for your company?

If the effectiveness has been low, what adjustments can you make in order to achieve the desired outcome?

The following action steps might increase your innovation effectiveness:

# HAS YOUR LEADERSHIP TEAM… 21 ASSESSED THE COMPELING REASON TO BUY FROM THE CUSTOMER’S PERSPECTIVE? 22 IDENTIFIED ALL THE COMPLEMENTARY PRODUCTS THAT ARE NEEDED IN ORDER TO HAVE A COMPELING REASON TO BUY? 23 IDENTIFIED ALL THE COMPLEMENTARY SERVICES / INFORMATION THAT ARE NEEDED IN ORDER TO HAVE A COMPELING REASON TO BUY? 24 ASSESSED WHICH OF THE PRODUCTS AND SERVICES CAN BE SUPPLIED BY YOUR ORGANIZATION? 25 IDENTIFIED KEY PARTNERS WHO CAN COMPLEMENT YOUR OFFER? COMMENTS:

Executed and attractive bottom-‐ line results

Not Aware

Aware, but no decision

Decision made, but not executed

Executed but no results achieved

0%

25%

50%

75% 100%

INNOVATION GAPS ASSESSMENT v1.8 GAP 5 – INNOVATIVE BUSINESS DESIGN-‐GAP (PART 1)

Creating the best and most innovative product or service in the world does not guarantee the success in the market place. Moreover, successful innovators do not limit the differentiation purely on the value proposition, but other elements of a company´s business model (i.e. new customer segments, new revenue streams, new channels, etc.).

Does your business design increase the potential of your innovation? Is your business model creating a buffer that protects you from unexpected changes in the marketplace? Does your business-‐model make it difficult for your competitors to copy your competitive advantage?

If the effectiveness has been low, what adjustments can you make in order to achieve the desired outcome?

The following action steps might increase your innovation effectiveness:

Not Aware

# HAS YOUR LEADERSHIP TEAM… 0% 26 SELECTED ATTRACTIVE CUSTOMER SEGMENTS BASED ON MARKET INSIGHTS? 27 CREATED ATTRACTIVE AND MEANINGFUL VALUE PROPOSITIONS? 28 COMMUNICATED VALUE TO CUSTOMERS AND CHANNEL PARTNERS? 29 DELIVERED MEASURABLE CUSTOMER VALUE TO CUSTOMERS AND DISTRIBUTION CHANNEL PARTNERS? 30 CAPTURED VALUE FROM THE MARKET PLACE? COMMENTS:

Executed, but no results achieved

Executed and attractive bottom-‐ line results

Aware, but no decision

Decision made, but not executed

25%

50%

75% 100%

INNOVATION GAPS ASSESSMENT v1.8 GAP 5 – BUSINESS-‐DESIGN-‐GAP (PART 2 -‐ DIFFERENTIATION)

Designing a business model is often not the biggest challenge. Maximizing the profitability and differentiation, however, is.

How do successful organizations DIFFERENTIATE themselves from the competition and MAXIMIZE the profitability of their business?

If the effectiveness has been low, what adjustments can you make in order to achieve the desired outcome?

The following action steps might increase your innovation effectiveness:

Not Aware

# HAS YOUR LEADERSHIP TEAM… 0% 31 ASSURED THE ALIGNMENT BETWEEN BUSINESS DESIGN AND VALUE DISCIPLINE FOR COMPETITIVE ADVANTAGE? 32 CREATED A TRULY DIFFERENTIATED VALUE PROPOSITION? 33 ACHIEVED DIFFERENTIATION IN THE DISTRIBUTION CHANNEL? 34 FOCUSED ON NEW AND ATTRACTIVE CUSTOMER SEGMENTS? 35 ACHIEVED A DIFFERENTIATION OF YOUR CAPABILITIES & ASSETS IN ORDER TO MAXIMIZE THE EFFECTIVENESS AND EFFICIENCY OF PROCESSES? COMMENTS:

Executed, but no results achieved

Executed and attractive bottom-‐ line results

Aware, but no decision

Decision made, but not executed

25%

50%

75% 100%

INNOVATION GAPS ASSESSMENT v1.8 GAP 6 -‐ IMPLEMENTATION-‐GAP

Defining a strategy and designing a truly differentiated business model is true art. Implementing the design is a real challenge because it is the moment of truth that tells if your design is realistic, desirable, feasible and profitable.

Do you have the right people, processes, support tools and financial resources that make the implementation possible? How profitable is the operation of the business? Do you deliver consistent high quality service? Have you taken advantage of potential synergies?

If the effectiveness has been low, what adjustments can you make in order to achieve the desired outcome?

The following action steps might increase your innovation effectiveness:

Not Aware

# HAS YOUR LEADERSHIP TEAM… 0% 36 HIRED, TRAINED, AND MANAGED THE IMPLEMENTATION TEAM? 37 DESIGNED AN EFFECTIVE ADOPTION STRATEGY AND ASSURED SCALABILITY OF YOUR BUSINESS? 38 DESIGNED THE SERVICE ACCORDING TO CUSTOMER DEFINED SERVICE STANDARDS AND PROVIDED SUPPORT SYSTEMS AND TOOLS? 39 DELIVERED CONSISTENT SERVICE QUALITY AND ADAPTED POLICIES ACCORDING TO CHANGING MARKET NEEDS? 40 MEASURED THE EFFECTIVENESS OF THE STRATEGY BASED ON ROI AND PROFITABILITY? COMMENTS:

Executed, but no results achieved

Executed and attractive bottom-‐ line results

Aware, but no decision

Decision made, but not executed

25%

50%

75% 100%

INNOVATION GAPS ASSESSMENT v1.8 GAP 7 – SCALABILITY GAP

Now, you have overcome the implementation barriers and won your first few customers… Convincing the first 10% of the market to try your product / service is not the problem. Convincing the remaining 90% you give you a shot requires an effective go to market and scalability effort.

Have you assessed the scalability of your business-‐design? Have you prioritized which customer segments to pursue first? Is your strategy driving the adoption of your product in the market place?

If the effectiveness has been low, what adjustments can you make in order to achieve the desired outcome?

The following action steps might increase your innovation effectiveness:

Not Aware

# HAS YOUR LEADERSHIP TEAM… 0% 41 EVALUATED THE PONTIAL MARKET SIZE AND OTHER SOURCES OF DEMAND? 42 EVALUATED THE SCALABILITY OF YOUR PRODUCT / SOLUTION? 43 EVALUATED THE SCALABILITY OF YOUR BUSINESS-‐DESIGN? 44 ALLIGNED THE IMPLEMENTATION PLAN WITH THE AVAILABLE RESOURCES? 45 DESIGNED AN EFFECTIVE GO-‐TO-‐ MARKET STRATEGY? COMMENTS:

Executed, but no results achieved

Executed and attractive bottom-‐ line results

Aware, but no decision

Decision made, but not executed

25%

50%

75% 100%

INNOVATION GAPS ASSESSMENT v1.8 GAP 8 – EFFICIENCY GAP

Sooner or later, demand for your products or services will decline due to the entrance of new players who are taking away parts of the market and/or exhaustion of the market potential (there are just not more customers). As revenue growth is declining, you and your team will have to come up with ways to increase your company´s profits by decreasing costs.

Are you actively pursuing operational excellence or have you decided to cut costs through outsourcing? Have you achieved mayor cost reductions through value engineering, integration of operations, or process optimizations?

If the effectiveness has been low, what adjustments can you make in order to achieve the desired outcome?

The following action steps might increase your innovation effectiveness:

Not Aware

# HAS YOUR LEADERSHIP TEAM… 0% 46 EXPLORED CHEAPER WAYS TO BUILD YOUR PRODUCT WITH SAME QUALITY AND FEATURES? (I.E. SUBSTITUTION WITH LOW-‐COST / STANDARDIZED ITEMS? 47 DEFINED ON WHICH PARTS OF THE VALUE CHAIN TO FOCUS THROUGH SPECIALIZATION? 48 IDENTIFIED ADECUATE SET OF SUPPLIERS WHO CAN OVERTAKE PARTS OF OUR OPERATION? 49 TRIED TO INTEGRATE A NUMBER OF DISPARATE OR COMPLEX ELEMENTS INTO A SINGLE SYSTEM THAT CAN BE MORE READILY MANAGED? 50 IMPROVED PROCESSES THROUGH THE RESENTLESS EXTRACTION OF WASTE FROM ALL ENABLING PROCESSES WHICH CREATE, DELIVER AND SUPPORT A PRODUCT? COMMENTS:

Executed, but no results achieved

Executed and attractive bottom-‐ line results

Aware, but no decision

Decision made, but not executed

25%

50%

75% 100%

INNOVATION GAPS ASSESSMENT v1.8

GAP 9 – SUSTAINABILITY-‐GAP

THE PURPOSE OF EACH COMPANY IS TO CREATE VALUE FOR THE SHAREHOLDERS ON THE SHORT, MEDIUM AND LONG-‐TERM.

Are your innovation efforts focused on fixing the past, enjoying the present or saving the future of your organization? Is your team aware of changes in the periphery that sooner or later might disrupt your business model? Are you anticipating change or reacting to change?

If the effectiveness has been low, what adjustments can you make in order to achieve the desired outcome?

The following action steps might increase your innovation effectiveness:

Not Aware

# HAS YOUR LEADERSHIP TEAM… 0% 51 DESIGNED A FLEXIBLE AND ADAPTIVE ORGANIZATION THAT ADJUSTS EFFECTIVELY TO CHANGES IN THE ENVIRONMENT? 52 CONSTANTLY CHALLENGED ORTHODOXIES AND BEEN WILLING TO DISRUPT YOUR INDUSTRY? 53 ANTICIPATED VALUE MIGRATION AND STRATEGIC RISKS? 54 MANAGED A DIVERSE INNOVATION PORTFOLIO THAT INCLUDES NEW PRODUCTS, NEW SEGMENTS, NEW BUSINESSES, ETC.? 55 CLASIFIED CHANGE INTO THE FOUR RESIDUAL LEVELS OF UNCERTAINTY? COMMENTS:

Executed, but no results achieved

Executed and attractive bottom-‐ line results

Aware, but no decision

Decision made, but not executed

25%

50%

75% 100%

INNOVATION GAPS ASSESSMENT v1.8

APPENDIX

Please prepare the following information ITEM DESCRIPTION 1 WHAT ARE YOUR TOP 5 CHALLENGES? 2 Innovation Goals / Objectives 3 Innovation Team Members

4 Formal Innovation Training (hours per person) 5 Innovation Training Subjects 6 Innovation Project Portfolio

7 Innovation Systems and Tools 8 Key performance indicators 9 Innovation Process

01. 02. 03. 04. 05. 01. 02. 03. 04. 05. 01. 02. 03. 04. 05. Active Projects (Value) 01. Library 02. Online Training 03. On the Job Training 04. Newsletters 05. Market/ Industry update KPI´s & VALUES 01. 02. 03. 04. 05. Phases: Key resources per stage

06. 07. 08. 09. 10. 06. 07. 08. 09. 10. 06. 07. 08. 09. 10. Past Projects (Value) 06. Ideation Tool 07. BusinessDesign Tools 08. Performance Evaluation 09. Innovation Campaigns 10. Innovation Expos RESULTS 01. 02. 03. 04. 05.

Turn static files into dynamic content formats.

Create a flipbook