the innovation management model nº 517752-llp-1-2011-1-es-leonardo-lnw

The Innovation Management Model

The Innovation Management ModelThe Innovation Management ModelNº 517752-LLP-1-2011-1-ES-LEONARDO-LNW


Vocational training centres and, in general, most small and medium-sized companies do not have tools or systems that enable them to manage innovation effectively. Their management systems are geared more towards tackling the tasks that represent their day-to-day work rather than creating time and resources for forward planning to enable them to work on innovative projects.

Responding to this widely recognised systemic deficit, the headline aim of the RAINOVA project is to encourage the development of innovation systems for the regions represented by the project partners.

Sponsored by the European Commission, the RAINOVA project has the ambition to generate at least the following innovative outcomes:

Establishing interlinked Regional Innovation Networks, bringing together key European actors involved in innovation and knowledge transfer in order to meet the objectives of the Europe 2020 Strategy.

Creating an Innovation Management Model, providing both a climate and culture for effective transfer of knowledge.

Initiating Innovation Observatories, providing the necessary support for the members both to promote new innovations and benefit from them, as well as a management process for developing and exploiting the results of innovation projects, which will help to bring about more flexible, demand-led VET systems.

Aims and Objectives

2


According to the general planning of the project, WP8:

• Starts: December, 2012• Ends: October, 2014• 25 months for its development


3


Some questions we have to answer ,…

• What is an Innovation Management Model?

• Who is the Rainova Model for?

• Why do we think a new model is needed?

• In which way will our model be different?

• What do we understand by Innovation Management?

• What is the initial hypothesis?

• Which are the parts / elements that make up a Management Model?

• …

The IMM

General ideas

4


All kind of organization can be innovative:

Being aware about what is happening

Using this information to develop new ideas, processes and products (normally through the development of innovation projects,…)

Adding value to the customers in a continuous way

Designing an open organization

Getting employees that think beyond organizational limits

6. What is the initial hypothesis?

5


Standard Model

Adapted Model

Diagnostic Tool+

Assessment/Reflection Tool

IMM “Rainova”

=

(Standard Model + Adapted Model)

+

Diagnostic Tool

+

Assessment / Reflection Tool

Adapted Model

Diagnostic Tool+


How to implement the Model in different types of organizations?

A Framework for the IMM

6


The Rainova Management Model of Innovation is a tool designed to facilitate, at any kind of organization, a better and clearer understanding of innovation management.

Hence it provides a framework of the factors that favour the generation of innovative organizational context (culture of innovation), as well as of the processes that make innovations possible to obtain and their social and economic use (systematic innovation).

These elements, "culture" and "systematics" make up what we call

“The STANDARD MODEL"

Standard Model

Adapted Model

Diagnostic Tool+


7


The Rainova Management Model of Innovation also allows organizations to design their own model of innovation management, suggesting a large number of tools, methodologies, good examples and practices that can be used to achieve the objectives.

This part of the model is called

“The ADAPTED MODEL"

Standard Model

Adapted Model

Diagnostic Tool+


8


Standard ModelStandard Model

=

Systematic Part

Set of processes that make innovation possible to obtain

+

Contextual Part

Set of factors that favour the generation of innovative organizational context

Adapted Model

Diagnostic Tool+


Adapted Model

Diagnostic Tool +Assessment

Reflection Tool

9


1. MACRO-PROCESS OF INNOVATION MANAGEMENT

2. PROCESSES / ROUTINES FOR INNOVATION (Identification / Description / Development)

3. PROCESSES AND ROUTINES IN ACTION (Tools and Methodologies)

A Innovation Macro-Process

The Standard ModelThe Systematic Part

10


1. CULTURE FOR INNOVATION – ENVIRONMENT FOR INNOVATION

2. FACTORS THAT DETERMINE AN ENVIRONMENT FOR INNOVATION (Identification / Description / Development)

3. CULTURAL FACTORS IN ACTION(Tools and Methodologies)

Talent Management

Contribution

Creative tension

Inner referenceand focusing

Adaptability and

flexibility

Speed and diligence

Long term vision

……………..

Shared ambitions

Cultural factors

The Standard ModelThe Contextual Part (Culture for Innovation)

11


1. Relation between Processes and Routines

2. Relation between Cultural Factors

3. Relation between Processes and Cultural Factors

4. Graphical Representation of the Management Model and its elements

Connections between its parts (systematic / contextual) The Standard Model

12


Adapted Model

=

Set of Tools

+

Set of Methodologies

+

Set of Good Examples and Practices

Standard Model

Diagnostic Tool+


Diagnostic Tool+


Adapted Model


Diagnostic Tool +Assessment

Reflection Tool

13


Set of tools, methodologies, best examples, good practices. The Adapted Model

14


Diagnostic Tool

A tool that measures the organizational innovation management level

(starting point)

+


Diagnostic Tool+


Adapted Model


Adapted Model

A tool for the continuous assessment and reflection on the “goodness” and consistency of the measures

taken and the results obtained

A tool that measures the organizational innovation management level

(starting point)

15


1. ASSESSMENT ACCORDING TO THE MODEL(Initial / Interim / final):

Criteria for assessing the initial situation of an organization, in terms of innovation management (baseline)

Rules for evaluating the "goodness" of approaches and deployments in the management of innovation (what we do and how we do it)

Rules for evaluating the "goodness" of the results of innovation management (what we get)

2. INNOVATION INDICATORS WITHIN AN ORGANIZATION:

The Innovation Scoreboard (a proposal of innovation indicators)

Diagnostic Tool andAssessment Tool

Assessment according to the Model

16


PARTNERS

17


PERCEPTION measures:Customer results:

Image, reputation Innovativeness Design innovation, Technological innovation,

Innovation in service concepts Quality, value, reliability, delivery and environmental

profile of new products and services Design innovation …

People results: Opportunity to learn and achieve The management of innovation Innovation culture and leadership for innovation Innovation strategy A working environment of trust and the recognition of

innovative attitudes …

Society results: Provider of innovation solutions for the benefit of

society Involvement in the communities where it operates Promoter of innovations to local business network …

PERCEPTION measures:

Key performances outcomes:

· Financial outcomes may include: Percentage of sales with products/services younger

than “x” years/months Income derived though the assignment of patents Profits obtained through products and services

developed over the last “x” years …

· Non-Financial outcomes may include: Growth in market share Time to market Innovation success rates Time taken to renew “x”% of the organisation’s

portfolio of products and/or

INNOVATION SCOREBOARD (a proposal of indicators)


PERFORMANCE indicators:

Customer:

Numbers of customer accolades and nominations for awards relative to innovation (image)

Press coverage relative to innovation (image) Innovation in designs (products and services) Time to market …

People:

Involvement in innovation activities Recognition and reward for individuals and teams for innovation

ideas The development of competencies and/or the acquisition of

knowledge which favour innovation and facilitate an entrepreneurial character

Incorporating people with new, innovative and multidisciplinary competencies

into the organization …

PERFORMANCE indicators:

Society:

Standard setting Adoption of innovation Impact on work life / environment / safety …

Key performances indicators:

· Financial: Project cost Innovation return on investment Target cost achievement …

· Non-Financial: Innovation performance, assessment Degree of deliverables achievement at milestones Average project duration Information

INNOVATION SCOREBOARD (a proposal of innovation indicators)


The APPROACH: Must be well-founded. That is:

· Has a clear logic· Have defined processes or routines· Focus on the needs of stakeholders· It has been perfected over time

It must be integrated. That is:· Supports innovation policy and strategy of the organization· Is properly integrated with other approaches, as appropriate

The DEPLOYMENT: Must be implemented. That is:

· The approach in question, is in place in the relevant areas Must be systematic. That is:

· The approach is implemented in a structured and timely fashion, and is able to handle changes in its environment, if necessary

ASSESS, REVIEW and REFINE: Measurement. That is:

· Efficiency and effectiveness of the approach and deployment are periodically measured· The measures selected are appropriate

Learning and Creativity. That is:· Learning is used to identify internal and external best practices and opportunities for improvement· Creativity generates new or modified approaches

Improvement and Innovation. Are to say:· Measurements and learning are used to identify, prioritize, plan and implement improvements· The result of creativity is evaluated, prioritized and used

Assessment/reflection tool,…To assess or self-assess approaches and deployment of innovation management in an organization (ENABLERS):


RELEVANCE AND USEFULNESS:SCOPE AND RELEVANCE:The scope of the results:

Addresses the needs and expectations of relevant stakeholders Consistent with the strategy and support policies The key results are identified and prioritized The relation among the relevant results are understood

INTEGRITY: The results are timely, reliable and accurate

SEGMENTATION: The results have been appropriately segmented

PERFORMANCE:TRENDS:

The trends are positive, and / or the performance is good and sustainedOBJECTIVES:

Have been established for key results Suitable Are achieved

COMPARISONS: Key results are compared Are suitable Are favourable

CAUSES (causation): We understand the relationship between the results obtained and the approaches employed According to the evidence obtained, there is confidence that the performance remains positive in the future

Assessment/reflection tool,…To assess or self-assess innovation performance of an organization (RESULTS):


WHAT DO WE UNDERSTAND BY OBSERVATORY?

• We are not talking about a technological platform, although the observatory makes use of it,...

• When we talk about the Observatory, we are talking about a FUNCTION, an ACTIVITY, a SERVICE that, the Rainova future network will offer its members, as well as any other individual or institution.

About the OBSERVATORY ,…

(1)


HOW DOES IT WORK?

• The regions represented in the RAINOVA project, will carry out monitoring related with the objectives of the future network (innovation at regional levels and innovation at organizational levels)

• From the regions, and following a set of criteria to:

Identifying relevant information (sources) Selecting information Analysing data Handling data (information format)

• Filter the most relevant data according to the members of the network, and other interested audiences

• This information resulting from each region is published in:

About the OBSERVATORY ,…

(2)

The Rainova Intranet

The Web of RainovaIn our own media (newsletters / guidelines / manuals,...)It’s channeled through other media, ...


Some objectives of the RAINOVA Network To update the survey on regional innovation systems.

To disseminate, improve and evolve the innovation management model.

To enable future projects regarding regional innovation systems.

To serve as a guide and inspiration to all stakeholders that conform the regional innovation systems.

… closely related to WP5

About the

RAINOVA Network

the innovation management model nº 517752-llp-1-2011-1-es-leonardo-lnw

Documents