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The Innovation Iteration Grid

Brett Trusko

Assistant Professor of Medicine, Mt. Sinai School of Medicine, New York, NY

 Abstract

A common misconception about innovation is that the innovation process lacks

pragmatism. Innovation professionals use soft concepts applied in fuzzy ways with too

much emphasis on unproven approaches to solving problems. Perhaps because of the

unconventional approaches taken by practitioners of innovation, business executives

have generally segregated innovators from main stream operations, recognizing the

importance of innovation, but not comfortable with the approach that innovation

professionals often employ in getting to their ends. This paper discusses an approach to

innovation that has the ability to firmly tie the strategy, mission or vision of the

organization to the innovation process. An approach that allows you to take the

“Universal Intentions” (mission, vision, goals objectives or strategies) to an iterative

process that allows innovation iteration to optimization of a process.

THE GRID

The model is a simple two dimensional, multi celled model, that allows organizations to, on one axis

list the values, mission, vision or other declaration of what is important (the “Universal Intentions”), to

an axis that shows a business process or other longitudinal representation of a process. Figure 1, shows

the axis’ “Universal Intentions” on the X Axis and the process on the Y axis.

Figure 1. demonstrates the “Universal Intentions” on the X axis while the process steps are shown

on the Y axis.

An organization utilizing such a model would begin with a clear statement of what is important to

the organization, department, division or whatever unit is working on the innovation process. Typically,

this statement would be the existing vision of the organization but could also be specific “Universal

Intentions” developed in a “voice of the customer” exercise. For example, typical values expressed bymany companies in one way or the other might state the following:

• Respect for individuals

• Value the customer

• Foster innovation

• Create a team spirit

• Maintain integrity.

The organization would fill in the “Universal Intentions” in the left side of the model as shown in

figure 2. Remember that the “Universal Intentions” need not necessarily be the values and/or mission

of the organization, but could be sub-values of a division, department or team, or the “voice of the

customer” findings. Additionally, the “Universal Intentions” could be a vision of what the organization

should be. The power of the model is in its simplicity. The importance of establishing “Universal

Entering the

 process

Step A Step B Step C Exiting the

 process

Values,

Vision or 

MissionDo this . . .

Make that . .

Contribute to

Improve . . .

Expand . . .

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International Journal of 

Innovation Sciencehttp://InnovationScience.org

Editor-in-Chief: Brett E. Trusko, PhD

Mount Sinai School of Medicine, New York, NY, USA

Brett.Trusko@mssm.edu 

Work phone - 212-824-7639

ISSN Number: 1757-2223 · Published quarterly

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