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Essentials GuideHow to Build a Process for Innovation: Workbook

Essentials GuideInnovation Process Workbook

Innovation Simplified | [email protected] | P 646-257-5737 | © Future Think LLC. All rights reserved 1

As you’re learning from the accompanying Guide, a powerful innovation process comprises 3 key elements:

1. Gathering Ideas2. Evaluating Ideas 3. Managing Ideas

For each of the above elements, the scorecards on the following pages list 3 characteristics related to the element. The team in charge of innovation should use this scorecard to evaluate and rank your organization (or the innovation team itself) according to its actual activity around each characteristic.

Once you identify benchmarks based on your scorecard results, share these with senior management and possibly the larger group to validate your findings, gain consensus, and plan your efforts.

Introduction:Analyze Your Capabilities + Prioritize Efforts



Total out of 9

2. Evaluating Ideas

We use a consistent set of evaluation criteria to identify our best ideas.

We have an excellent record of halting projects if/when they are deemed unviable.

Our criteria for judging ideas is widely understood and accepted by the organization.

Strongly Disagree

Disagree Agree Strongly Agree

0 1 2 3

0 1 2 3

0 1 2 3

3. Managing Ideas

We have a well-defined approach for moving ideas from concept to launch.

Our innovations are always launched in a timely manner.

Our innovation process begins with minimal investment in many ideas, and investment is increased for only the best idea/s.

Strongly Disagree


0 1 2 3

0 1 2 3

0 1 2 3

Total out of 9

1. Gathering Ideas

We generate ideas from diverse sources through multiple submission channels, both off- and online.

All ideas are routed to the individual/team who is empowered to greenlight or shelf projects.

Our existing idea pipeline/repository makes it simple for us to keep track of every idea that’s been generated.

Strongly Disagree


0 1 2 3

0 1 2 3

0 1 2 3

Total out of 9

Total Process score out of 27

Process Scorecard: Analyze Your Capabilities + Prioritize Efforts

SEE SCORE ASSESSMENT ON NEXT PAGE

Circle the numeral that most accurately describes your organization’s position on each characteristic.



Total Score Assessment

Weak: Your innovation process is disorganized, and you’re not reaching your intended goals. You need to cultivate capabilities in all 3 areas of the innovation process.

Moderate: Some aspects of an innovation process are in place, but improvement is needed.

Strong: Your organization demonstrates a strong process, so sustain your efforts and use this Workbook to further evolve it.

0–15

16–30

31–45 Now that you have an accurate sense of your current innovation process, let’s turn to page 8 of the Guide.

Total Process ScoreReview your total process score from page 2 and compare it to the ranges below to see how your innovative your process is...or isn’t.

Scores for Each ElementRefer to page 2 and transfer your total score for each behavior into column 2:

Element Score Assessment

0–3

4–6

7–9

Weak: This behavior is missing from your process and should be addressed immediately.

Moderate: Some aspects of this element are present in your process, so review the attributes in which you scored low to identify where to focus improvement.

Strong: This element is clearly present in your process and all related activity/support should be maintained.

Process Scorecard: Analyze Your Capabilities + Prioritize Efforts

Compare each of your element scores above to the ranges below. According to your score, rank each element as weak/moderate/strong and write on line provided in column 3 above.

Element Score Your Score

Gathering Ideas

Managing Ideas

Evaluating Ideas

Total =

Weak, Moderate, or Strong?



How many idea-submission channels does your organization currently have in place? A robust innovation process should have a variety – at least 3 – channels from internal and external sources. This optimal number allows your team to collect ideas from several channels without overwhelming them with too much data.

Review the channels below, and check the boxes that represent either an existing or new idea-submission channel op-portunity for your organization. Use the empty space to add any that aren’t listed.

A digital form on your Web site, where the general public can offer improvements for existing products/services or ideas for new products/services.

A virtual submission box on your intranet for employees and/or a password-protected extranet for partners/vendors.

An open-innovation platform for the public to submit ideas, which are vetted by a 3rd party such as yet2 or NineSigma.

A dedicated email address for innovation (e.g. [email protected]) that appears on your Web site, in the employee newsletter, and on external communication materials.

An innovation hotline where consumers can leave a voicemail describing their idea.

A wiki (internal or password-protected for public use) to enable real-time collaboration and idea building.

Quarterly idea-generation sessions that are open to all employees and positioned as the only channel for them to submit ideas for innovation.

Business unit or company-wide idea ‘Jams’ that focused on addressing specific business challenges.

Partner or vendor brainstorm sessions that bring outside perspectives.

_____________________________________________________________________________________________

_____________________________________________________________________________________________

_____________________________________________________________________________________________

_____________________________________________________________________________________________

You’ve chosen your idea submission channels, but how do you get people excited to use them? Turn the page for tips on popularizing your channels.

Gathering Ideas: Choose Your Idea-Submission Channels

GO TO NEXT PAGE



Create a monthly challenge…and reward the winner/s. Encourage idea generation that’s in sync with your innovation strategy through monthly challenges like “How can we increase our revenues in the senior market?” Publicize the owner/s of winning idea through your intranet/e-letter and reward accordingly.

Adopt an idea-management system. Software help can simplify the idea-submission process on the front- and back-end. The most popular options are included in our Resource List (request it by emailing [email protected]).

Review the tactics below, and check every box that offers a relevant solution for your idea-submission channels. Use the empty space to add any that aren’t listed.

Go public. Combat lack of awareness with a 360-degree approach to publicizing your idea submission channels.

Establish a consistent idea-submission form. Instead of receiving pitches that run the gamut between lengthy business plans and 2-sentence raw ideas, standardize your idea-submission form. Consider the following when creating your idea submission form.

You’ve now completed the first element of your innovation process. Turn to page 11 of the Guide.

Dedicate space on your intranet to evaluation criteria, submission format, and directions for idea submission

Build a section on your Web site outlining your innovation process and how to participate

Send out a press release announcing your new idea-submission channels and inviting the public to participate

Announce idea submission as a new aspect of every employee’s job description. Mandate one idea per quarter/year/etc. per employee, and program your idea-submission portal to auto-reply with acknowledgment of submission

Add a footer to the branded signature of every email from your innovation team that contains a link to a submission form or an email address for idea submissions

What’s the name for the idea? (Give it a creative name to make it memorable)

Give us a brief description (4 – 5 sentences).

How does it work?

What’s in it for us?

What’s in it for customers?

What makes this idea unique?

What problem does this idea solve for customers?

Gathering Ideas: Popularize Your Idea-Submission Channels

Keep it short and focused. Too many questions will discourage submissions, and too few will prevent your review team from grasping the scope and potential of an idea. Limit the form to 4 - 5 fields such as:

Name your idea (make it as memorable and marketing-friendly as possible)

What is your idea? (limit explanation to 5 sentences or fewer)

How does it work?

What makes this idea unique?

What makes it valuable to our organization?

Which customer segment does your idea target?

What problem does this idea solve for those customers?



• The worksheet on page 8 provides sample criteria to help you identify 4 – 6 evaluation points. This criteria will be used to create your screener, and each criterion must be framed as a yes/no question.

• Examples: Does this idea support our current strategy? Does this idea fulfill an important for our customers? Does a lucrative mar-ket exist for this idea?

SUGGESTED AUDIENCE: • Senior-level members of innovation team.

Let’s determine idea-evaluation criteria for your organization. The following exercise should be conducted with other members of your innovation team with the goal of selecting 4-6 evaluation criterion. Through experience, we’ve found that the more criteria you apply, the more restrictive your innovation process becomes. This is due to fewer ideas passing all the criteria. Conversely, if you put too few criteria in place, you risk approving nearly every idea that’s submitted. The sweet spot of 4 – 6 criterion helps you avoid both of these situations. And as with other aspects of your process, criteria can (and should) be adjusted over time through trial and error.

Evaluating Ideas:Evaluation Criteria Exercise

SUGGESTED MATERIALS:

FACILITATION GUIDE

Worksheets (enough for each participant, plus a few extra)

Whiteboard or flipcharts(use them to write down all group ideas; no idea is a bad idea)

Colored markers, pens, and pencils (separating ideas by color will help organize your thoughts)

SET-UP:

RECOMMENDED TIMING: STEP 1. Introduction: 5 – 10 min.

STEP 2. Define Criteria: 20 – 30 min.

STEP 3. Individual Presentation: 5 min. + 5 min. Q&A (optional)

STEP 4. Group Discussion: 20 – 30 min.

STEP 5. Voting: 10 – 15 min.

60 – 95 min.

Several pads of sticky notes

GO TO NEXT PAGE



Evaluating Ideas Evaluation Criteria Exercise (Cont.)

Step 1. Introduction: Begin by reminding participants that the goal is to select 4 – 6 evaluation criterion

that will be used to judge all idea submissions. Ideas that meet your criteria will be deemed innovative and

are eligible to move forward in your innovation process.

Step 2. Define Criteria: Each participant may choose 4 – 6 criterion from the worksheet samples or de-

velop their own, along with reasons for the criteria they chose.

Step 3. Individual Presentation: One by one, participants should share their choices with the group, ide-

ally on a flipchart or whiteboard. If possible, build in time for a Q&A (see Facilitation Notes below) for par-

ticipants and each presenter. By the end of the last presentation, every proposed evaluation point should be

written on the flipchart or whiteboard.

Step 4. Group Discussion: Often, a handful of evaluation points on the whiteboard will be echoed by

multiple presenters. Once you have a clear consensus on these, facilitate a group discussion to discuss the

remaining points:

Step 5. Voting: After wrapping the discussion, each participant should indicate their 4 – 6 votes by placing

a sticky note or dot with their name on the whiteboard beside their selections. The 4 – 6 criteria with the

most votes becomes your organization’s evaluation criteria. If a tie occurs, debate the pros and cons of each

criterion as a group, and hold a deciding vote.

HOW IT WORKS:

• Which criteria are you most passionate about and why?• If you disagree with the group majority, tell us why particular criteria should be included.• Who has an idea about how we can we modify the criteria to gain group consensus?

FACILITATION NOTES

Optional Q&A: Allowing time for a Q&A between each presenter and the group greatly enriches the discus-sion and provides clarification on why certain choices were made. The following questions can help focus the Q&A discussion:

Group Consensus: While consensus on evaluation criteria is the goal of this meeting, a series of meetings may be necessary for everyone to agree on final decisions. If a consensus isn’t reached today, schedule the next meeting and discussion before dismissing the group.

•

• Why did you choose these criteria as part of your definition?• Why is this criterion relevant for our organization?• Conversely, why do you think it’s irrelevant?

•

Print the worksheet on the following page to complete the exercise above.



On-Strategy: Does this idea support our current strategy? Will it help us meet our goals?

Feasibility: Is this idea technically viable for us?

Customer Need: Does this idea fulfill animportant need for our customers?

Funding: Do we have the capital required to make this idea a success?

Brand Fit: Does this idea enhance or expand our brand positioning?

Market/revenue: Does a lucrative market for this idea exist?

Competitive Advantage: Does this idea create a competitive advantage for our organization?

Suggested Evaluation Criteria Why Is This Criterion Important?

Capabilities: Do we have (or can we acquire) the resources (technology, skills, etc.) to implement this idea?

Ownership: Can we identify a clear department/agency/team to own this idea?

Scalable: Does this idea show potential for per-forming on a larger scale?

Game-Changer: Is this a truly breakthrough idea?

Define Your Idea-Evaluation CriteriaWhich of the following evaluation points are crucial to your organization’s innovation process? Check 4 – 6 boxes of criteria and use the blank space to add any that aren’t listed. Note your reasons for your selections and be pre-pared to share these with the group.

Evaluating Ideas: What Criteria Will You Use?

Congratulations on defining your evaluation criteria (cue the applause here). Now that you’ve taken a group vote, transfer the finalized 4 – 6 criteria into the left column of your screener on the next page. When you’re done, return to page 14 of the Guide.



Your ScreenerThis screener should be applied at the onset of your innovation process to both external and internal ideas. Complete one worksheet for every idea you are evaluating.

Idea Name: Idea #:Internal or External Idea? (circle one) Date Submitted:

Screener Questions (Transfer your evaluation-criteria questions into this column)

Yes or No?

If yes, why?

Total Number of Yes Answers =

Go: Proceed to Next Stage

Stop: File Idea in Repository

Hold: Reconsider at Next Screening Session

Screened by: _______________________________________________________________________Signature: _________________________________________________________________________Date: _____________________________________________________________________________

Evaluating Ideas: The Screener

Next Step? (check one)

GO TO NEXT PAGE



Evaluating Ideas:The Screener (Cont.)

How to Use Your ScreenerBy transferring your evaluation criteria from page 8 into your screener on page 9, you’ve created the first layer for evaluating the innovation potential of new ideas. To make effective use of the Screener, utilize the best practices below.

Establish the rule on passing. Decide in advance what constitutes a screener-approved idea: Should an idea meet all 6 of your criterion? Or just 4? If you opt for the latter and find your pipeline filled with ideas that never make it to the launch phase, consider increasing the number of criteria you apply.

Choose your screener team carefully. The individuals who screen ideas should be impartial, familiar with the organization’s goals and strategy, and empowered to make decisions. They should also demonstrate an ability to see the potential of ideas in raw form.

Test your screener. Take a project currently in the pipeline and run it through the screener. Ask other members of the screener team to do the same. Use your findings to refine your evaluation criteria or the rule for passing the screener.

Formalize next steps for screener-approved ideas. Ideas that pass the screener should immediately move into your organization’s pipeline. Whether this means the idea is assigned to a team for testing, feasibility studies, or market research, make sure ideas don’t languish out of sight.

Add a recurring screening event to the calendar. To keep your pipeline moving, formalize a schedule for screening new ideas on a quarterly basis.

GO TO NEXT PAGE



ModeratelyLittle or not at all2. Strategic Alignment. How well does this project support our strategic objectives?

Highly aligned with our strategy

3. Market/Revenue. How attractive is the market growth and size?

Less than $50 million $50–$150 million Above $150 million

1. Customer Need. How well does this idea fulfill an important need of our customers?

• Fulfills an unimportant customer need

• Does not satisfactorily fulfill the need

• Fulfills a moderately important customer need• Does an average job of fulfilling the need

• Fulfills a critical customer need• Fulfills the need completely and holistically

Note: Numbers are for illustration only.

Create a scorecard guideline. To give scorers a common understanding of the scoring range for each criterion, create a scorecard guideline that defines high/medium/low scores for each criterion. For illustration, see the sample guideline below with a scoring scale and explanations of the scores.

Add priority to your scorecard. For most organizations, certain criterion is more important than others. To reflect each crite-rion’s priority, we recommend assigning a percentage of 100 to each. For example, if Customer Need is the main priority of your innova-tion goals, you might give it a priority factor of 60, and split the remaining 40 among your remaining criterion. See the graphic below for a completed example of the scorecard formula.

EVALUATION CRITERIA

1–3 = LOW SCORE 4–7 = MEDIUM SCORE 8–10 = HIGH SCORE

Evaluating Ideas: The Scorecard

How to Use Your ScorecardWhile the screener evaluates raw ideas, your scorecard evaluates ideas in various stages of your innovation process. Ideas that reach the scorecard phase should come with an idea summary or a project brief, which you and the scorecard team will use to score the idea. Because scorecard ideas are no longer raw and often come with research or feasibility tests, this evaluation step can provide deep insight into which ideas should receive increased funding and which should be halted.

1. Customer Need. How well does this idea fulfill an important need of our customers?

60 = 300

SCORECARD QUESTIONS

PRIORITY FACTOR(Pre-fill this column with a value of 1 – 100 that reflects the criterion’s importance in your innovation process)

CRITERIA SCORE (On a scale 1 – 10, how well does this project address the criterion?)

TOTAL SCORE (Multiply Priority Factor x Criteria Score)

Establish the passing score. Decide in advance what total score an approved idea needs to achieve. If a review of your pipeline 6 months or a year from now reveals that it was filled with projects that never made it to the launch phase (or failed in the market), re-group about increasing the benchmark score for future innovation projects.

WHY THIS SCORE? (Provide detailed feedback here)

This project improves on existing product X, but it’s only fulfilling a moderately important customer need.

GO TO NEXT PAGE

X 5


Essentials GuideHow to Build a Process for Innovation

Your ScorecardThis scorecard should be applied at various points in your innovation process to ideas that are currently in your pipeline. Each innovation project should come with an idea summary or project brief, which should be provided in to all scorecarders in advance and used to complete this worksheet.

Innovation Project Name: Project Leader:Date Submitted:

SCORECARD QUESTIONS

PRIORITY FACTOR(Pre-fill this column with a value of 1 – 100 that reflects the criterion’s importance in your in-novation process)

CRITERIA SCORE(On a scale 1 – 10, how well does this project address the criterion?)

WHY THIS SCORE?(Provide detailed feedback here)

Go: Proceed to Next Stage

Stop: File Idea in Repository

Hold: Reconsider at Next Scoring Session

Scored by: _______________________________________________Signature: _______________________________________________Date: ___________________________________________________

TOTAL SCORE(Multiply Priority Factor x Criteria Score)

Evaluating Ideas: The Scorecard

Next Step? (check one)

INNOVATION PROJECT SCORE:(add your Total Score column for this sum)

1.

2.

3.

4.

5.

6.

X =

GO TO NEXT PAGE


Essentials GuideHow to Build a Process for Innovation

2. Evaluating Ideas: The Scorecard (Cont.)

How to Use Your ScorecardNow that you’ve built your scorecard, review the best practices below for organizing the scorecard team and leading its sessions.

Assemble a diverse team of scorecarders. In addition to your innovation team, consider recruiting individu-als from legal/compliance, R+D, outside experts, and consultants who can offer fresh insights.

Establish rules of engagement for scorecard sessions.

Test your scorecard. As with the screener, take a project currently in your pipeline and run it through the score-card. Ask other scorecarders to do the same. Use your findings to refine your evaluation criteria or the benchmark for passing the scorecard. Add a recurring scorecard event to the calendar. To keep your pipeline moving, formalize a schedule for scoring projects on a quarterly basis.

Review and balance your innovation portfolio. In addition to screening and scoring new ideas, are you also taking stock of what’s already in your innovation pipeline? A portfolio matrix offers a panoramic perspective of new projects and those in development so you can see if you’re distributing risk evenly across your business. A real-time snapshot of your entire pipeline helps you (and senior leaders) make informed decisions about where to focus your innovation efforts.

• To maximize productivity in these meetings, email attendees in advance and provide related materials such as idea summaries or project briefs, a blank scorecard worksheet, and scorecard guidelines. Remind everyone that they are expected to be familiar with all review materials by the start of the session

• During sessions, the group should complete and review scorecard worksheets and decide on the Next Step for each project.

• Judge all projects fairly and consistently without hidden agendas or favoritism.• Enforce completion of the “Why this Score?” column of the scorecard. Those notes serve as invaluable feedback for

teams working on the associated project.

Bravo: You’ve now completed the second element of your innovation process. Let’s turn to page 16 of the Guide.



3. Managing Ideas:Create Your Process Roadmap

As we’ve seen in the Guide, the exact steps innovators use to define their roadmap can vary. However, the following steps provide a foundation for an innovation process across myriad industries.

Step #1. Idea Development: Raw ideas are generated from a wide net of sources.

Step #2. Concept Development: Ideas are screened and those with strong potential are expanded into business

concepts.

Step #3. Business Development: Concepts are broadened into business plans with financials, revenue potential,

market estimates, pricing, development plans, competitive data, and technical specifications.

Step #4. Technical Development: Prototypes are created, features/functions are tested, and packaging is designed.

Step #5. Market Development: Teams conduct final refinements and prepare for launch with a rollout strategy.

Each of the above steps should also include related details such as:• Participants: Who (both evaluators and project teams) is involved at this step?

• Activities: What are project teams doing at this step?

• Deliverables: What deliverables are due during this step?

• Evaluation Decision: What specific decision are we making during this step?

• Evaluation Tools: Which evaluation tool/s are we using to make an informed decision?

• Metrics: What measures are we using to ascertain whether this step in our process is working?

• Post-Evaluation at Each Step: What happens at the end of this step (communication, pipeline status, etc.) before

moving on to the next one?

Who doesn’t love an example? Review the sample roadmap on the next 2 pages before drafting your own on page 17.



15

Managing Ideas:Sample Roadmap

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g, c

usto

mer

se

rvic

e, le

gal,

and

logi

stic

team

s)

• So

urci

ng, s

ales

, di

strib

utio

n, a

nd p

ricin

g

Con

tinu

e te

stin

g •

Use

feed

back

and

re

sults

from

pilo

t tes

ting

to

refin

e de

tails

of p

roto

type

an

d pa

ckag

ing

desi

gn

• O

verv

iew

of d

evel

opm

ent

plan

s, o

pera

tiona

l det

ails

, ro

ll-ou

t stra

tegi

es

• Pr

opos

ed p

artn

ers/

vend

ors

• M

etric

s/R

OI f

or s

ucce

ss

Refi

ne t

hrou

gh

feed

back

• O

btai

n in

tern

al a

nd

exte

rnal

feed

back

and

re

fine

conc

ept a

ccor

ding

ly

• W

hat i

s its

reve

nue

pote

ntia

l?

• W

hat a

re th

e cr

itica

l su

cces

s fa

ctor

s?

Refi

ne t

hrou

gh

feed

back

• O

btai

n in

tern

al a

nd

exte

rnal

feed

back

an

d re

fine

conc

ept

acco

rdin

gly

• In

clud

e ve

ndor

s an

d ot

her e

xter

nal

partn

ers

in id

eatio

n

• H

old

inte

rnal

id

eatio

n se

ssio

ns

regu

larly

• Cr

eate

a s

impl

e pr

oces

s fo

r rou

ting,

st

orin

g, a

nd

retri

evin

g id

eas

from

a re

posi

tory

Managing Ideas: Sample Roadmap (Cont.)

d. D

eliv

erab

les

Wha

t del

iver

able

s ar

e du

e du

ring

this

ste

p?

e. E

valu

atio

n To

ols

Whi

ch e

valu

atio

n to

ol/s

ar

e w

e us

ing

to m

ake

an in

form

ed d

ecis

ion?

Scr

eene

rR

evie

w id

eas

in p

ipel

ine

on a

qu

arte

rly b

asis

1-pa

ge s

ubm

issi

on

form

• 20

- 30

pag

e bu

sine

ss

plan

• 1-

hour

gro

up re

view

of

proj

ect b

y ev

alua

tion

team

• Pr

oduc

t/ se

rvic

e pr

otot

ype

• R

evis

ed b

usin

ess

plan

/test

resu

lts 1

-hou

r pr

esen

tatio

n of

pro

ject

to

eval

uatio

n te

am/u

pper

m

anag

emen

t by

inno

vatio

n te

am

• La

unch

pla

n

• 1

- 2 h

our p

rese

ntat

ion

of

proj

ect t

o ev

alua

tion

team

/up

per m

anag

emen

t by

inno

vatio

n te

am

Sco

reca

rdEv

alua

te c

once

pts

usin

g sc

orec

ards

with

eva

luat

ion

team

Por

tfol

io M

atri

xEv

alua

te n

ew p

roje

cts

agai

nst e

xist

ing

portf

olio

f. E

valu

atio

n

Dec

isio

nW

hat s

peci

fic d

ecis

ion

are

we

mak

ing

durin

g th

is s

tep?

Addi

tiona

l ex

plor

atio

n of

this

id

ea?

Ded

icat

e a

team

for

furth

er e

xpan

sion

? In

crea

se in

vest

men

t for

de

velo

pmen

t?

Gre

enlig

ht o

r hal

t thi

s pr

ojec

t?

Laun

ch th

is o

fferin

g?

c. A

ctiv

itie

s (c

ont.

)W

hat a

re p

roje

ct te

ams

doin

g at

this

ste

p?

STE

P #

1. ID

EA

DE

VELO

PM

EN

TS

TEP

#2

. C

ON

CE

PT

DE

VELO

PM

EN

TS

TEP

#3

. B

US

INE

SS

D

EVE

LOP

ME

NT

STE

P #

4. TE

CH

NIC

AL

DE

VELO

PM

EN

TS

TEP

#5

. M

AR

KE

T D

EVE

LOP

ME

NT

• 1

- 3 p

age

conc

ept

desc

riptio

n fo

r eac

h id

ea

• 15

-min

ute

grou

p di

scus

sion

of i

dea

by

eval

uatio

n te

am

• 1-

hour

pre

sent

atio

n of

pro

ject

to

eval

uatio

n te

am/

uppe

r man

agem

ent b

y in

nova

tion

team

g. M

etri

csW

hat m

easu

res

are

we

usin

g to

asc

erta

in

whe

ther

this

ste

p in

our

pro

cess

is

wor

king

?

• N

umbe

r of i

deas

su

bmitt

ed

• N

umbe

r of i

dea

subm

itter

s

• D

iver

sity

of i

deas

(in

crem

enta

l vs.

ga

me-

chan

ging

)

• N

umbe

r of a

ppro

ved

vs. r

ejec

ted

proj

ects

• Av

erag

e sc

ores

for p

roje

cts

• Av

erag

e tim

e sp

ent a

t thi

s st

age

• Av

erag

e tim

e to

mar

ket

Sam

ple



Sam

ple

Managing Ideas: Sample Roadmap (Cont.)

h. P

ost-

Eva

luat

ion

at E

ach

Ste

pD

efine

wha

t hap

pens

at

the

end

of e

ach

step

of y

our i

nnov

atio

n pr

oces

s. (C

ircle

thos

e th

at a

re r

elev

ant o

r ad

d yo

ur o

wn.

)

• W

hat

are

the

next

ste

ps f

or t

his

conc

ept/

proj

ect?

• H

ave

we

clea

rly

arti

cula

ted

thes

e to

par

tici

pant

s/pr

ojec

t te

ams?

• Is

thi

s id

ea/p

roje

ct b

uild

ing

a ke

y as

pect

of

our

inno

vati

on p

ortf

olio

?

• H

ave

we

rout

ed u

nuse

d/re

ject

ed id

eas/

proj

ects

to

our

repo

sito

ry?

• H

ave

we

com

mun

icat

ed k

ey le

arni

ngs

from

thi

s st

ep t

o th

e or

gani

zati

on a

t la

rge?

• A

re t

eam

s su

ffici

entl

y m

otiv

ated

to

com

plet

e th

e ne

xt s

tep?

• D

o w

e ne

ed t

o m

odif

y or

offl

oad

othe

r ta

sks

from

par

tici

pant

s in

ord

er t

o co

mpl

ete

next

ste

ps?

STE

P #

1. ID

EA

DE

VELO

PM

EN

TS

TEP

#2

. C

ON

CE

PT

DE

VELO

PM

EN

TS

TEP

#3

. B

US

INE

SS

D

EVE

LOP

ME

NT

STE

P #

4. TE

CH

NIC

AL

DE

VELO

PM

EN

TS

TEP

#5

. M

AR

KE

T D

EVE

LOP

ME

NT



STE

P #

1.

STE

P #

2.

STE

P #

3.

STE

P #

4.

STE

P #

5.

a. N

umbe

r of

Ide

as/

Pro

ject

s(E

stim

ate

the

num

ber o

f id

eas

you’

ll be

eva

luat

-in

g/bu

ildin

g at

eac

h st

ep)

c. A

ctiv

itie

s

d. D

eliv

erab

les

Wha

t del

iver

able

s ar

e du

e du

ring

this

ste

p?

(Circ

le th

ose

that

are

re

leva

nt o

r ad

d yo

ur

own.

)

1 –

3 p

age

subm

issi

on

form

• 1

– 3

page

con

cept

de

scrip

tion

for

each

idea

• 15

-min

ute

grou

p di

scus

sion

of i

dea

by

eval

uatio

n te

am

• 20

– 3

0 pa

ge b

usin

ess

plan

• 1-

hour

pre

sent

atio

n to

ev

alua

tion

team

• P

rodu

ct/s

ervi

ce

prot

otyp

e

• R

evis

ed b

usin

ess

plan

/te

st r

esul

ts

• 1

-hou

r pr

esen

tati

on t

o ev

alua

tion

tea

m/u

pper

m

anag

emen

t

• La

unch

pla

n

• 1

– 2

hou

r pr

esen

tati

on t

o ev

alua

tion

tea

m/u

pper

m

anag

emen

t

Wha

t are

the

spe-

cific

act

iviti

es y

ou n

eed

team

s to

do

at e

ach

step

?

Dra

ft Y

our

Pro

cess

Roa

dmap

Use

the

ques

tions

in th

e fa

r le

ft co

lum

n to

com

plet

e yo

ur r

oadm

ap. I

f you

find

you

rsel

f sta

lled

or s

tum

ped,

rev

iew

the

real

-wor

ld e

xam

ples

on

page

17

of t

he G

uide

, and

ref

er to

the

sam

ple

on th

e pr

evio

us 2

pag

es o

f thi

s W

orkb

ook.

Fee

l fre

e to

mak

e no

tes

and

revi

sion

s on

thes

e 2

page

s; y

ou’ll

be

tran

sfer

ring

cont

ent i

nto

a fin

al 1

-pag

e pl

an.

PH

AS

E N

AM

E:

Managing Ideas: Draft Your Innovation Roadmap

b. P

arti

cipa

nts

Who

is in

volv

ed a

t th

is s

tep?

(Out

line

the

spec

ific

play

ers

for

both

pr

ojec

t and

eva

luat

ion

team

s)

Pro

ject

tea

m:

Eva

luat

ion

team

:

Pro

ject

tea

m:

Eva

luat

ion

team

:

Pro

ject

tea

m:

Eva

luat

ion

team

:

Pro

ject

tea

m:

Eva

luat

ion

team

:

Pro

ject

tea

m:

Eva

luat

ion

team

:

e. E

valu

atio

n To

ols

Whi

ch e

valu

atio

n to

ol/s

are

we

usin

g to

mak

e an

info

rmed

de

cisi

on?

(Circ

le th

ose

that

are

re

leva

nt o

r ad

d yo

ur

own.

)

Scre

ener

• Sc

reen

er•

Scor

ecar

d•

Por

tfolio

mat

rix

• Sc

orec

ard

• P

ortfo

lio m

atrix

• Sc

orec

ard

• P

ortfo

lio m

atrix

• Sc

orec

ard

• P

ortfo

lio m

atrix



f. E

valu

atio

n D

ecis

ion

Wha

t spe

cific

dec

i-si

on a

re w

e m

akin

g du

ring

this

ste

p?

• N

umbe

r of

idea

s su

bmitt

ed

• So

urce

s of

idea

su

bmis

sion

s

• D

iver

sity

of i

deas

(in

crem

enta

l vs.

ga

me–

chan

ging

)

h. P

ost-

Eva

luat

ion

at E

ach

Ste

p

• N

umbe

r of

ap-

prov

ed v

s. r

ejec

ted

proj

ects

• A

vera

ge s

core

s fo

r pr

ojec

ts

• A

vera

ge ti

me

spen

t at

this

sta

ge

• A

vera

ge ti

me

to

mar

ket

• N

umbe

r of

ap-

prov

ed v

s. r

ejec

ted

proj

ects

• A

vera

ge s

core

s fo

r pr

ojec

ts

• A

vera

ge ti

me

spen

t at

this

sta

ge

• A

vera

ge ti

me

to

mar

ket

• N

umbe

r of

ap-

prov

ed v

s. r

ejec

ted

proj

ects

• A

vera

ge s

core

s fo

r pr

ojec

ts

• A

vera

ge ti

me

spen

t at

this

sta

ge

• A

vera

ge ti

me

to

mar

ket

• N

umbe

r of

ap-

prov

ed v

s. r

ejec

ted

proj

ects

• A

vera

ge s

core

s fo

r pr

ojec

ts

• A

vera

ge ti

me

spen

t at

this

sta

ge

• A

vera

ge ti

me

to

mar

ket

Wha

t ar

e th

e ne

xt s

teps

for

thi

s co

ncep

t/pr

ojec

t?

Hav

e w

e cl

earl

y ar

ticu

late

d th

ese

to p

arti

cipa

nts/

proj

ect

team

s?

Is t

his

idea

/pro

ject

bui

ldin

g a

key

aspe

ct o

f ou

r in

nova

tion

por

tfol

io?

Hav

e w

e ro

uted

unu

sed/

reje

cted

idea

s/pr

ojec

ts t

o ou

r re

posi

tory

?

Hav

e w

e co

mm

unic

ated

key

lear

ning

s fr

om t

his

step

to

the

orga

niza

tion

at

larg

e?

Are

tea

ms

suffi

cien

tly

mot

ivat

ed t

o co

mpl

ete

the

next

ste

p?

Do

we

need

to

mod

ify

or o

ffloa

d ot

her

task

s fr

om p

arti

cipa

nts

in o

rder

to

com

plet

e ne

xt s

teps

?

STE

P 1

: S

TEP

2:

STE

P 3

: S

TEP

4:

STE

P 5

:

g. M

etri

cs f

or

Suc

cess

How

do

you

know

if

this

ste

p in

you

r pr

oces

s is

wor

king

sm

ooth

ly?

Wha

t mea

-su

res

will

you

use

? (C

ircle

thos

e th

at a

re

rele

vant

, and

use

the

spac

es p

rovi

ded

to

ente

r yo

ur o

wn.

)

Defi

ne w

hat h

appe

ns

at th

e en

d of

eac

h st

ep o

f you

r inn

ova-

tion

proc

ess.

(Circ

le

thos

e th

at a

re r

elev

ant

or a

dd y

our

own.

)

Managing Ideas:Draft Your Innovation Roadmap (Cont.)



STE

P #

1:

STE

P #

2:

STE

P #

3:

STE

P #

4:

STE

P #

5:

a. N

umbe

r of

Ide

as/

Pro

ject

s

b. A

ctiv

itie

s

c. D

eliv

erab

les

d. E

valu

atio

n D

ecis

ion

e. E

valu

atio

n To

ols

f. P

arti

cipa

nts

g. M

etri

cs f

or

Suc

cess

h. P

ost-

Eva

luat

ion

at E

ach

Ste

p

Fina

lize

Your

Roa

dmap

Tran

sfer

you

r no

tes

from

pag

es 1

8 -1

9 to

com

plet

e th

e ro

adm

ap fo

r yo

ur in

nova

tion

proc

ess.

Managing Ideas:

Finalize Your Innovation Roadmap

Nic

ely

done

! Tu

rn t

o pa

ge 1

9 o

f th

e G

uide

for

adv

ice

on im

plem

enti

ng y

our

orga

niza

tion

’s r

oadm

ap.

PH

AS

E



STE

P #

1:

STE

P #

2:

STE

P #

3:

STE

P #

4:

STE

P #

5:

a. N

umbe

r of

Ide

as/

Pro

ject

s

b. A

ctiv

itie

s

c. D

eliv

erab

les

d. E

valu

atio

n D

ecis

ion

e. E

valu

atio

n To

ols

f. P

arti

cipa

nts

g. M

etri

cs f

or

Suc

cess

h. P

ost-

Eva

luat

ion

at E

ach

Ste

p

Fina

lize

Your

Roa

dmap

Tran

sfer

you

r no

tes

from

pag

es 1

8 -1

9 to

com

plet

e th

e ro

adm

ap fo

r yo

ur in

nova

tion

proc

ess.

Managing Ideas:

Finalize Your Innovation RoadmapP

HA

SE

Nic

ely

done

! Tu

rn t

o pa

ge 1

9 o

f th

e G

uide

for

adv

ice

on im

plem

enti

ng y

our

orga

niza

tion

’s r

oadm

ap.

Documents

Essentials Guide How to Build a Process for Innovation ...futurethink.com/wp-content/uploads/2017/03/eg_process_workbook.pdfEssentials Guide /vv}À }vW } t} l }}l /vv}À }v^]u o]