February 25, 2014 Charting the Path of Innovation Maturity
Meet the Speakers
Tom Brister, Director, Innovation Strategy
As a Mindjet Strategist, Tom helps Mindjet customer's build successful programs to transform their business using our SpigitEngage platform. Prior to joining Mindjet, Tom built and lead the Enterprise Innovation Program at Allstate Insurance. Tom has 15 years of experience in strategy development, leading change, and innovation management. He is a graduate of Texas State University with a bachelors in Computer Science.
Harvey Wade, Director, Innovation Strategy Harvey provides strategic direction and support to Mindjet’s key clients, as they engage their workforce and customers to identify ideas that solve and overcome key challenges. Based in the UK, he has over 17 years experience in the financial services sector, working for Commercial Union, CGU, Aviva and Allianz Insurance, where he designed, setup and ran the employee ideation and innovation program. He is a graduate of Warwick University with a bachelors in Chemistry.
Agenda
• The Journey • The Model • A Customer Story • Q&A
The Journey
Where are you on your Innovation Journey?
• Where are we on our innovation journey?
• How far have we gone?
• Where could we get to?
• Where do we go next?
• What are we doing well and what needs to improve?
Why change?
• Seeking better or different results and outcomes from their innovation program
• Need to reduce risk of change
• Uncertain of the effect changes may have
• We need confidence to make the changes that brings greater success
“If you do the same thing over and over again, don’t
be surprised that you always get the same
results.”
The Model
Foundation of Innovation assessments
Mindjet’s innovation maturity model is the foundation any assessment process. This model, developed by Mindjet, enables the innovation maturity and capabilities of an organization to be objectively measured.
Mindjet Innovation Maturity Model
Innovation Model Dimensions
The model looks at the ten key dimensions of any successful and mature innovation program.
Strategy
Skills & Capabilities
Process
Tools & Technology
Measurements & Metrics
Implement & Execute
Engagement
Culture
Governance
Sponsorship
Mindjet Innovation Maturity Model
Innovation Model Dimensions
The model looks at the ten key dimensions of any successful and mature innovation program.
Strategy
Skills & Capabilities
Process
Tools & Technology
Measurements & Metrics
Implement & Execute
Engagement
Culture
Governance
Sponsorship
Strategy
What is the focus of innovation and how does it align with the corporate objectives?
Mindjet Innovation Maturity Model
Strategy
Innovation Model Dimensions
The model looks at the ten key dimensions of any successful and mature innovation program.
Strategy
Skills & Capabilities
Process
Tools & Technology
Measurements & Metrics
Implement & Execute
Engagement
Culture
Governance
Sponsorship
Do your sponsors enable your program to grow?
Mindjet Innovation Maturity Model
Sponsorship
Innovation Model Dimensions
The model looks at the ten key dimensions of any successful and mature innovation program.
Strategy
Skills & Capabilities
Process
Tools & Technology
Measurements & Metrics
Implement & Execute
Engagement
Culture
Sponsorship
Governance
How and who is responsible for the regulation and control of the program?
Mindjet Innovation Maturity Model
Governance
Innovation Model Dimensions
The model looks at the ten key dimensions of any successful and mature innovation program.
Strategy
Skills & Capabilities
Tools & Technology
Measurements & Metrics
Implement & Execute
Engagement
Culture
Governance
Sponsorship
Process
Is the innovation process formalized and widely used?
Mindjet Innovation Maturity Model Process
Innovation Model Dimensions
The model looks at the ten key dimensions of any successful and mature innovation program.
Strategy
Skills & Capabilities
Process
Tools & Technology
Measurements & Metrics
Implement & Execute
Engagement
Governance
Sponsorship
Culture
Is the culture receptive to change and does the organization encourage experimentation and innovative behaviors?
Mindjet Innovation Maturity Model
Culture
Innovation Model Dimensions
The model looks at the ten key dimensions of any successful and mature innovation program.
Strategy
Skills & Capabilities
Process
Tools & Technology
Measurements & Metrics
Implement & Execute
Culture
Governance
Sponsorship
Engagement
Who are you engaging with and how?
Mindjet Innovation Maturity Model
Engagement
Innovation Model Dimensions
The model looks at the ten key dimensions of any successful and mature innovation program.
Strategy
Process
Tools & Technology
Measurements & Metrics
Implement & Execute
Engagement
Culture
Governance
Sponsorship
Skills & Capabilities
Do you give people the ability to think and act creatively to solve critical business problems?
Mindjet Innovation Maturity Model
Skills & Capabilities
Innovation Model Dimensions
The model looks at the ten key dimensions of any successful and mature innovation program.
Strategy
Skills & Capabilities
Process
Tools & Technology
Measurements & Metrics
Engagement
Culture
Governance
Sponsorship Implement & Execute
What resources and methods does your organization have to implement ideas?
Mindjet Innovation Maturity Model Implement
& Execute
Innovation Model Dimensions
The model looks at the ten key dimensions of any successful and mature innovation program.
Strategy
Skills & Capabilities
Process
Tools & Technology
Implement & Execute
Engagement
Culture
Governance
Sponsorship Measurements & Metrics
Is innovation being measured and is success clearly defined and communicated?
Mindjet Innovation Maturity Model
Measurements & Metrics
Innovation Model Dimensions
The model looks at the ten key dimensions of any successful and mature innovation program.
Strategy
Skills & Capabilities
Process
Measurements & Metrics
Implement & Execute
Engagement
Culture
Governance
Sponsorship
Tools & Technology
Do you have an infrastructure of innovation tools and technologies and a broad set of methodologies on use them?
Mindjet Innovation Maturity Model
Tools & Technology
Innovation Model Dimensions
The model looks at the ten key dimensions of any successful and mature innovation program.
Mindjet Innovation Maturity Model
Strategy
Skills & Capabiltiies
Process
Measurements & Metrics
Implement & Execute
Engagement
Culture
Governance
Sponsorship Tools & Technology
Dimension Maturity Level
Novice Experienced Op/mized
As an organization grows in it’s maturity, it moves through levels in each dimension.
Engagement Dimension
Novice Experienced Op/mized
“Who are you engaging with and how?
So putting this altogether…
Maturity Level 1
Indicator DIMENSION An area of concern for our clients that can be assessed and matured. Each Dimension has a set of assessment criteria associated with it.
MATURITY LEVEL A generalization used to help customer’s self-identify. Each Maturity level has a set of: • Advancement Timing • Dimension Indicators • Dimension Advancement Activities
DIMENSION INDICATOR A characterization of a particular dimension for this maturity level. Each Dimension Indicator has a set of examples associated with it.
Strategy
Sponsorship
Governance
Process
Culture
Engagement
Skills & Capabiltiies
Implement & Execute
Measurement & Metrics
Tools & Technology
Strategy
Sponsorship
Governance
Process
Culture
Engagement
Skills & Capabiltiies
Implement & Execute
Measurement & Metrics
Tools & Technology
The Innovation Maturity Model…
Novice Experienced Optimized
Strategy Reactive & short-term Aligned to corporate objectives
Drives competitive advantage
Sponsorship Informal/ part-time Assigned Exec role Dedicated senior Exec role
Governance Undefined & uncontrolled
Defined but not fully developed
Clear ownership & responsibility
Process Sporadic Process defined but limited adoption
Repeatable process & used in all areas
Culture Risk averse Pockets of Innovative behavior
Experimentation valued & widespread
Engagement Siloed & limited Internal collaboration Internal & external co-creation
Skills & Capabilities Self-directed Limited training Formalized program
Implement & Execute Serendipitous Defined but constrained
Multiple defined channels
Measurement & Metrics Adhoc Balanced scorecard Strategic & shared
Tools & Technology Limited technologies & tools
Variety of technologies or methods
Multiple approaches & methods are used
Identify the “current state”
Novice Experienced Optimized
Strategy Reactive & short-term Aligned to corporate objectives
Drives competitive advantage
Sponsorship Informal/ part-time Assigned Exec role Dedicated senior Exec role
Governance Undefined & uncontrolled
Defined but not fully developed
Clear ownership & responsibility
Process Sporadic Process defined but limited adoption
Repeatable process & used in all areas
Culture Risk averse Pockets of Innovative behavior
Experimentation valued & widespread
Engagement Siloed & limited Internal collaboration Internal & external co-creation
Skills & Capabilities Self-directed Limited training Formalized program
Implement & Execute Serendipitous Defined but constrained
Multiple defined channels
Measurement & Metrics Adhoc Balanced scorecard Strategic & shared
Tools & Technology Limited technologies & tools
Variety of technologies or methods
Multiple approaches & methods are used
Assigned Exec role
Reactive & short-term
Defined but not fully developed
Process defined but limited adoption
Risk averse
Internal collaboration
Self-directed
Serendipitous
Adhoc
Limited technologies & tools
Novice Experienced Optimized
Strategy Reactive & short-term Aligned to corporate objectives
Drives competitive advantage
Sponsorship Informal/ part-time Assigned Exec role Dedicated senior Exec role
Governance Undefined & uncontrolled
Defined but not fully developed
Clear ownership & responsibility
Process Sporadic Process defined but limited adoption
Repeatable process & used in all areas
Culture Risk averse Pockets of Innovative behavior
Experimentation valued & widespread
Engagement Siloed & limited Internal collaboration Internal & external co-creation
Skills & Capabiltiies Self-directed Limited training Formalized program
Implement & Execute Serendipitous Defined but constrained
Multiple defined channels
Measurement & Metrics Adhoc Balanced scorecard Strategic & shared
Tools & Technology Limited technologies & tools
Variety of technologies or methods
Multiple approaches & methods are used
Identify the “current state”
Novice Experienced Optimized
Strategy Reactive & short-term Aligned to corporate objectives
Drives competitive advantage
Sponsorship Informal/ part-time Assigned Exec role Dedicated senior Exec role
Governance Undefined & uncontrolled
Defined but not fully developed
Clear ownership & responsibility
Process Sporadic Process defined but limited adoption
Repeatable process & used in all areas
Culture Risk averse Pockets of Innovative behavior
Experimentation valued & widespread
Engagement Siloed & limited Internal collaboration Internal & external co-creation
Skills & Capabilities Self-directed Limited training Formalized program
Implement & Execute Serendipitous Defined but constrained
Multiple defined channels
Measurement & Metrics Adhoc Balanced scorecard Strategic & shared
Tools & Technology Limited technologies & tools
Variety of technologies or methods
Multiple approaches & methods are used
Novice
Reactive & short-term
Informal/ part-time
Undefined & uncontrolled
Sporadic
Risk averse
Siloed & limited
Self-directed
Serendipitous
Adhoc
Limited technologies & tools
Novice Experienced Optimized
Strategy Reactive & short-term Aligned to corporate objectives
Drives competitive advantage
Sponsorship Informal/ part-time Assigned Exec role Dedicated senior Exec role
Governance Undefined & uncontrolled
Defined but not fully developed
Clear ownership & responsibility
Process Sporadic Process defined but limited adoption
Repeatable process & used in all areas
Culture Risk averse Pockets of Innovative behavior
Experimentation valued & widespread
Engagement Siloed & limited Internal collaboration Internal & external co-creation
Skills & Capabilities Self-directed Limited training Formalized program
Implement & Execute Serendipitous Defined but constrained
Multiple defined channels
Measurement & Metrics Adhoc Balanced scorecard Strategic & shared
Tools & Technology Limited technologies & tools
Variety of technologies or methods
Multiple approaches & methods are used
Help to prioritize
Novice
Reactive & short-term
Informal/ part-time
Undefined & uncontrolled
Sporadic
Risk averse
Siloed & limited
Self-directed
Serendipitous
Adhoc
Limited technologies & tools
#1
#2
#3
#4
Build Recommendations…
Strategy • Work with Executives to identify 2014 business goals • Map 2014 program goals to 2014 business goals
Tools & Technology
Measurement & Metrics
Culture
• Build Regional Challenge Platform and Process • Expand platform usage to all employees
• Identify new measurements based upon new goals • Integrate program metrics into executive dashboard
• Formalize Key Innovation Roles • Revise Challenge incentive structure
#1
#2
#3
#4
A Customer Story
The Customer Profile
$11B/rev Consumer Products Company § 20,000 Employees § 2.3 Million Customers § Sales & Digital Leadership Partner
50+ Years of… Traditional thinking and process § Conservative Culture § Opaque leadership decision making § Old fashioned project prioritization &
management
On Transforming how they interact with partners and customers to… § Identify & prioritize their needs § Create a deeper relationship § Consumer generated solutions
Focused
Commitment to moving forward with a transformative capability and the required resources to get… § Employee & Consumer Ideas § Consumer Feedback & Evaluations § Selecting “Good” Ideas
100%
Obstacle to Innovation Success - The Customer’s Reality
Brand First Any change to the relationship with customers bring tremendous brand risk that tend paralyze the organization and the launching of similar capabilities in the past.
It’s Complicated The customer has a very complex relationship with partners & customers globally, that varies by geography and maturity of each market. They don’t know how to rationalize and manage a change to that relationship
A fear of not fully understanding their current innovation maturity, and their own agendas before launching a transformation effort.
Cart, Horse
Leadership does not want to engage in risk mitigation behavior that limits scope and opportunity. They want to proceed with confidence and with scope that will make a meaningful market impact on their business or want to move to other business opportunities that will.
All or Nothing
Our Journey with the Client
Today Forward Tomorrow Help Them Understand their “Today”
Help Them Understand Their “Tomorrow”
Help them Agree Upon Their Path Forward
Gaining Clarity – The Mindjet Innovation Maturity Assessment
Man in the Mirror The client understands what they are capable of as an organization in the near and long term. They also understand how they measure up against industry standards.
Defined Success The client gained clarity about the key success factors that any innovation capability will need to have to accommodate their customer/partner relationship
To Thine Own Self… The client recognized, prioritized, and integrated key internal organizational agendas into the path forward as program requirements
The client received a detailed set of recommendations that reflects their strengths, weakness, and opportunities for change. These recommendations where socialized to gain broad alignment for the future capability.
Path Forward
Capability Partner
Gaining Clarity – The Mindjet Innovation Maturity Assessment
“Mindjet enabled us to understand what we need to
focus on to build our innovative capabilities; their expertise was
invaluable.”
“The strategic assessment allowed us to develop robust
approach to innovation and get us to get broad alignment for the resulting future vision.”
Detailed Compelling Vision for the future of innovation in their organization still guiding them today. Multi-phase program underway with broad organizational support and input. Transformation journey is being received by all corners of the organization with excitement and readiness for change.
Breaking through to New Levels
1. Understand your organization
2. Comparatively benchmark
3. Refocus innovation activities
4. Future vision clarity
5. Tools & Technology support “Mindjet’s assessment allowed us to develop robust approach to innovation and get us to get
broad alignment for the resulting future vision.”
Q & A
Register for the Next Webinar
Speakers: Tom Kneen of Cisco and Matt Chapman of Mindjet Date: Wednesday, February 26, 2014 Time: 10AM GMT/ 1PM EDT! Format: 45 min interactive webinar and Q&A
To register today, email: [email protected] or visit: mindjet.com
Speaker: Charlene Li of Altimeter and Milind Pansare of Mindjet Date: Wednesday, March 12, 2014 Time: 10AM PST/ 1PM EST! Format: 45 min interactive webinar and Q&A
To register today, email: [email protected] or visit: mindjet.com