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This Innovation Management Maturity Model and assessment educates enterprises on the dimensions of innovation management and the capabilities they need to succeed. The assessment enables enterprises to determine the status of their innovation initiatives, their performance in each dimension, and the specific actions needed to move to higher levels of capability. Gartner's model comprises five levels of maturity (reactive, active, defined, performing and pervasive) and follows traditional capability maturity model concepts in its approach. Achieving these successive levels of innovation management maturity does not represent a process path to adoption or implementation of specific innovations; instead, these levels represent the increasing capability of an enterprise to predictably and reliably drive and manage innovation. Key Findings
The Innovation Management Maturity Model is composed of five levels of maturity, ranging from reactive to pervasive capabilities. Enterprise innovation management at Level 3 is defined and sustainable. At Level 1 or 2, innovation is generally localized and relatively low in value. At Levels 4 and 5, innovation is strategic, reliable and a core competency.
Recommendations
CIOs and innovation leaders should regularly: Assess, evaluate and communicate overall performance of innovation management (including business outcomes achieved) for the enterprise. Collaborate with executive management to determine the desired and appropriate level of innovation management maturity for the enterprise. Use in-depth assessments of current maturity to justify actions that will achieve the desired level of maturity and justify funding and resources for ongoing support.
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TABLE OF CONTENTS
Analysis ....................................................................................................................................... 3 The Dimensions of Maturity for Innovation Management .................................................. 4 Dimension 1: Strategy and Intent ......................................................................... 5 Dimension 2: Processes and Practices ................................................................ 5 Dimension 3: Culture and People ........................................................................ 5 Dimension 4: Organization and Infrastructure ...................................................... 5 Dimension 5: Partnerships and Open Innovation ................................................. 6 Dimension 6: Innovating How We Innovate .......................................................... 6 Using Gartner's Innovation Management Maturity Model .................................................. 6 Level 1: Reactive Innovation Management .......................................................... 9 Characteristics ........................................................................................ 9 Actions for Improvement ......................................................................... 9 Level 2: Active Innovation Management............................................................... 9 Characteristics ........................................................................................ 9 Actions for Improvement ....................................................................... 10 Level 3: Defined Innovation Management .......................................................... 10 Characteristics ...................................................................................... 10 Actions for Improvement ....................................................................... 10 Level 4: Performing Innovation Management ..................................................... 11 Characteristics ...................................................................................... 11 Actions for Improvement ....................................................................... 11 Level 5: Pervasive Innovation Management ....................................................... 11 Characteristics ...................................................................................... 11 Actions for Improvement ....................................................................... 12 Summary Recommendations ......................................................................................... 12 Recommended Reading ............................................................................................................. 12
LIST OF TABLES
Table 1. At-a-Glance Innovation Management Maturity Model ...................................................... 6 Table 2. Dimensions and Relative Importance to Maturity ............................................................. 8
LIST OF FIGURES
Figure 1. Summary of Innovation Management Maturity Levels and Key Characteristics ............... 3
Publication Date: 6 April 2011/ID Number: G00211879 2011 Gartner, Inc. and/or its Affiliates. All Rights Reserved.
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ANALYSIS
Gartner's Innovation Management Maturity Model assists enterprises in developing and advancing a sustainable innovation management competency. The maturity model is structured into five levels that reflect the status of enterprisewide innovation management. The maturity levels are: 1. Reactive 2. Active 3. Defined 4. Performing 5. Pervasive To progress to higher levels of innovation management maturity, organizations must advance along each of six key dimensions of innovation management. These dimensions are strategy and intent, processes and practices, culture and people, organization and infrastructure, partnerships and open innovation, and innovating how we innovate (see Figure 1). Not all enterprises will progress at the same rate, excel in the same dimensions, nor aspire to attain the highest levels of maturity. Nonetheless, it is important to know which level of maturity an enterprise has attained since there is a correlation between the levels and the probability of lasting success. Enterprises should aim to optimize innovation management capabilities at one level to lay the groundwork for proceeding to the next. Figure 1. Summary of Innovation Management Maturity Levels and Key Characteristics
Publication Date: 6 April 2011/ID Number: G00211879 2011 Gartner, Inc. and/or its Affiliates. All Rights Reserved.
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Enterprises must use caution when applying this and other maturity models. Two key insights are critical: Enterprises and innovation leaders must recognize that managing innovation and the act of innovating are not the same. While innovations may arise as the result of luck, opportunity or the force of a single creative personality, mature management is necessary to build an effective, repeatable and, in particular, lasting environment that fosters great ideas, discoveries and, ultimately, innovations. This maturity model is designed to assess the enterprise's maturity in managing innovation as a repeatable and enduring competency. Many large enterprises are composed of significant business units that, much of the time, operate as stand-alone enterprises. In federated enterprises, these individual units may differ not only in their business focus for innovation but also in their maturity levels in managing innovation. These enterprises and their parent company must make overt efforts to determine when and if innovation initiatives should be managed locally versus centrally. Innovation management, like other management competencies, will continue to evolve in its dimensions, processes, practices and technologies. Enterprises will also evolve and change through mergers and acquisitions, changes of executive management, reorganizations, the addition or loss of thought leaders, industry shifts, competitor moves, and other disruptions. The results of such disruptions may mean that an individual enterprise's level of innovation maturity declines (rather than increases), that executive attention or interest in innovation slows or accelerates, or that specific dimensions of innovation may require redesign, remediation or upgrade to adapt to emerging practices. In short, an enterprise's maturity level is dependent on the "state of the art" of innovation management, the current state of the enterprise, and the business appetite for innovation and growth. Every enterprise's innovation programs will continually change, and therefore, innovation management will continually need adaptations. Innovation management maturity is not a technology maturity model and is not dependent on which supporting technologies are chosen; however, by Level 3: Defined, innovation is managed across the enterprise and is being extended to external participants. Thus, at Level 3 and higher, innovation management requires technologies and support for ideation, collaboration, social media and community, as well as rock-solid information and knowledge management. Also keep in mind that this maturity model is not an innovation adoption process or implementation path. Instead, each successive stage represents an increasing level of capability exhibited by the enterprise in managing innovation. Finally, continual improvement is inherent to achieving innovation management maturity. Continual improvement is the mechanism for strengthening the innovation dimensions, their reach and range, as well as the business, social and cultural value realized.
Publication Date: 6 April 2011/ID Number: G00211879 2011 Gartner, Inc. and/or its Affiliates. All Rights Reserved.
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Partnerships and Open Innovation Innovating How We Innovate Here, we describe the six individual dimensions in more detail.
Publication Date: 6 April 2011/ID Number: G00211879 2011 Gartner, Inc. and/or its Affiliates. All Rights Reserved.
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Publication Date: 6 April 2011/ID Number: G00211879 2011 Gartner, Inc. and/or its Affiliates. All Rights Reserved.
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Level 1: Reactive Ad hoc processes are used in teams or business units. The overall approach is inconsistent and focused on narrow issues.
Level 2: Active Teams or business units share good practices, but no enterprise standards or processes are in place. Metrics focus on activity levels.
Level 3: Defined Methods and tools are formalized and available across the enterprise. Best practices are actively shared. Performance is focused on business results. Employees and business units are encouraged to participate, and formal innovation roles exist. There is high awareness and focus on strategic objectives. Innovation teams provide expert advice to innovators and develop common technology and processes. Funding enables reliable support and infrastructure. Key partners are engaged and held accountable for contributing innovation as part of services. Customer ideation is active.
Level 4: Performing Efficient practices and processes ensure innovation results: high participation and performance throughput, rapid decision-making and reliable funding. There are opportunities for everyone to participate in innovation, with support from experienced innovators. Innovation is a top-of-mind issue for executive leaders. Innovation is well-led by innovation and catalyst teams. Permanent funding enables managed support and infrastructure for distributed innovators and teams. Innovation includes active academic, vendor and investment partnerships. Expert and crowd initiatives are used. The design of challenges and participants assures good results.
Level 5: Pervasive Innovation is a business process with well-defined processes, roles, policies and guidelines. Metrics focus on business objectives, improved pace and success rates.
The banner for innovation is carried by a few individuals or a single business unit. Overall culture does not celebrate innovation.
Sponsors exist in key business units. Innovation is valued but hampered by cultural and leadership gaps and barriers.
Enterprise priorities include hiring creative people, fostering an innovation culture and driving a pervasive innovation mindset through "train the trainer" programs. Innovation has an enterprise owner with methods and practices that are state of the art. Diverse metrics track business, process and cultural success.
There is little enterprise support for innovation. Most effort is made by volunteers only. There is no real infrastructure such as idea management or governance. Innovation verbiage exists in sourcing or provider contracts, but little active innovation exists with these partners. Customer innovation is nascent.
A few people have innovation expertise, and some innovation initiatives have formed. The need for infrastructure is recognized but not formalized.
Specific expectations are defined for partners to contribute to innovation. Most innovation focuses on enhancements and process changes.
Multiple open innovation programs are in place. Diverse challenges are crowdsourced with good success. Partners seek out the enterprise for codevelopment.
Publication Date: 6 April 2011/ID Number: G00211879 2011 Gartner, Inc. and/or its Affiliates. All Rights Reserved.
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Level 1: Reactive Innovators may latch on to new ideas, but there is little stickiness or commitment to repeatable innovation practices.
Level 2: Active Teams and business units monitor developments and evaluate new approaches for relevance to local needs.
Level 3: Defined The core team formalizes the innovation watch and also monitors and communicates case references and best practices.
Level 4: Performing Incubation, codevelopment, open innovation, experimentation, social practices, and so on are adopted to drive and enhance innovation.
Level 5: Pervasive Enterprise is a leader in new methods and practices, including experimentation, entrepreneurship, incubation and R&D.
The degree of emphasis on the six dimensions varies in the lower levels of maturity. Specifically, the first three dimensions strategy and intent, processes and practices, culture and people require consistently higher attention through all the maturity levels, while the three remaining dimensions organization and infrastructure, partnerships and open innovation, and innovating how we innovate will require less focus in the lower levels of maturity but significantly more attention by Level 3 (see Table 2). Table 2. Dimensions and Relative Importance to Maturity
Dimension Strategy and Intent Processes and Practices Culture and People Organization and Infrastructure Partnerships and Open Innovation Innovating How We Innovate
Source: Gartner (April 2011)
Achieving competency in innovation management implies that an enterprise performs at Level 3 or higher maturity in all six dimensions. At Levels 3 and above, most executives believe the levels of activity and commitment are adequately supporting their drive toward managing innovation. An innovation competency further implies that an enterprise can predictably and reliably innovate by: Designing and developing internal and external innovation programs Leveraging knowledge resources in tacit form (human brainpower) and explicit form (designs, ideas, business processes, scientific findings, principles, text, art and so on) Creating or significantly upgrading the enterprise's processes, intellectual property, relationships, services or products Driving creativity and discovery through the use of proven practices drawn from other enterprises and innovation thinkers, as well as unique practices drawn from the enterprise's own experience and continuous pursuit of innovation
Publication Date: 6 April 2011/ID Number: G00211879 2011 Gartner, Inc. and/or its Affiliates. All Rights Reserved.
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However, achieving Level 3 or higher does not mean that the organization is "finished" evolving its innovation competency, as maintaining the same maturity level also involves constant improvement. Here, we fully define the levels of maturity, including the observed characteristics and improvements required to progress to the next level.
leadership, attention and funding authority. Business value will accrue but will vary greatly because of local control and little formal sharing of best practices.
Publication Date: 6 April 2011/ID Number: G00211879 2011 Gartner, Inc. and/or its Affiliates. All Rights Reserved.
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Publication Date: 6 April 2011/ID Number: G00211879 2011 Gartner, Inc. and/or its Affiliates. All Rights Reserved.
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includes expectations for business growth (revenue, markets, customers, partnerships) through new capabilities, services, products and intellectual capital. Innovation management is the primary tool of business growth, brand value and operational optimization. Funding and resources are proactively assigned to drive entrepreneurship, business growth and value creation through innovation. Knowledge and intellectual capital are wellmanaged and highly leveraged assets, enabling multiple, successful open innovation programs. The enterprise is continually evaluating its own innovation effectiveness and experimenting with fundamentally new approaches in tools, practices, process, structure, partnerships and more. Innovation management processes have been refined to world-class levels based on the results of the continuous improvement of innovation practices and benchmarking with other enterprises and innovators. IT support for innovation is implemented as an integrated environment that enables people and collaboration, automates workflow, provides tools to improve quality and effectiveness, and ensures the enterprise can rapidly adapt its innovation processes when needed. Finally, human infrastructure such as innovation governance, expert advisory support and best-practice sharing are managed by a mature matrix team.
Summary Recommendations
A maturity assessment is the starting point for developing or refining an innovation management competency. An assessment enables enterprises to understand their current state, identify their target state and define the actions needed to progress to the desired levels of competency. CIOs and innovation leaders should use the Innovation Management Maturity Model to regularly conduct an assessment of innovation maturity using a three-step process: Assess, evaluate and communicate the overall innovation performance for the enterprise. Ensure that executive management and business unit leaders know the state of innovation what's going right and what's languishing. Collaborate with executive management and business leaders to determine the desired and the appropriate levels of innovation maturity for the enterprise. Work to develop an enterprise view of the role and importance of innovation management remember that the response may be that innovation is not a priority. Use in-depth assessments to justify any recommendations for actions and to justify funding for the needed level of support.
RECOMMENDED READING
Some documents may not be available as part of your current Gartner subscription. "Managing Innovation: A Primer, 2009 Update"
Publication Date: 6 April 2011/ID Number: G00211879 2011 Gartner, Inc. and/or its Affiliates. All Rights Reserved.
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"Driving the STREET Process for Emerging Technology and Innovation Adoption" "What a World-Class IT Innovation Charter Should Contain and Why You Need One" "Use Innovation Network Design to Unleash Open Innovation" "Who's Who in Innovation Management Technology" "Roundup of Innovation Research" "Innovation Metrics Workbook: Business Objectives and More" "Mastering the Hype Cycle: How to Choose the Right Innovation at the Right Time," Jackie Fenn and Mark Raskino, Harvard Business Press, 2008
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Publication Date: 6 April 2011/ID Number: G00211879 2011 Gartner, Inc. and/or its Affiliates. All Rights Reserved.
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