DEFINING INNOVATION GOALS What do we want to achieve? How will we know if we are successful?
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Transcript of DEFINING INNOVATION GOALS What do we want to achieve? How will we know if we are successful?
DEFINING INNOVATION GOALS
What do we want to achieve?
How will we know if we are successful?
DEFINING INNOVATION GOALS
Innovation Investment
Organizations invest an average of 4% of turnover on Innovation
Budget typically spent across various functions e.g. Computer Services Product Design Process Improvements Training etc.
Problem
Between 50-70% of all innovation fails to impact organizational goals
Implications … Wasted resources – time, people and money Loss of morale High resistance
Primary Causes
Poor definition of goals Poor alignment of actions to goals Poor participation by employees in teams Poor monitoring of results Poor communication and participation in
communities
Managing Innovation leads to…
Better definition of goals Better alignment of actions to goals Greater participation of individuals in teams Better monitoring of results Greater communications and building of
communities
Goal Planning
Last class
Who are the stakeholders of innovation? I.e. who can impact or is impacted by
organizational innovation?
ORGANIZATIONAL INNOVATION
Regulators
Shareholders
Suppliers
Community
CustomersComplementors
Other Divisions
Employees
Environment
Not everyone benefits from innovation.
Innovation implies change and this is not always well received.
Important to consider all stakeholders and the impact innovation will have on them.
Strategic Objectives
Strategic Objectives
Statement of organizational goals Strategic & Tactical ‘Decisions’ Statement on the allocation of resources
(people and money)
Objectives for Innovation
Most objectives change the operations environment Processes, services, products, etc.
Some objectives change the innovation environment itself Innovation process Innovation resources
Doblin’s Innovation Typology – the innovation keyboard!
Performance Indicators
Role of leadership in setting metrics:
1. Financial (such as the percentage of total revenue from new products) 20 % of revenue come from products launched
within the past three years.
2. Behavioral (such as the “not invented here” syndrome ingrained in many organizations)
25 % of all ideas to come from external sources.
“Leadership and Innovation”, McKinsey Quarterly, Joanna Barsh, Marla M. Capozzi, and Jonathan Davidson , Jan 2008.
Performance Indicators
Performance indicators are a measurable way of monitoring progress towards defined organization goals
Key questions: Given what we want to happen… What has happened ? Why has it happened ? Is it going to continue ? What are we going to do about it ?
Financial and non-financial metrics
Indicator Attributes…
related directly to strategic objectives consistently repeatable over time, allowing
comparisons fosters improvement rather than monitoring Measurements are reliable and verifiable appropriate mix of financial and nonfinancial metrics maximum number of measures simple and easy to use provides fast feedback can be linked in a hierarchy
Macro Level Indicators
Operations Sales and Marketing People Research and Development Environment
Productivity (hours/unit)Throughput (units per day)Utilisation (output/capacity)
Sales per regionSales per modelMarketing costs
Labor turnoverOvertimeAbsenteeism
R&D ExpenditureFailure RatesAdditional Revenue CreatedValue Analysis SavingsEmissionsScrap and WastageAccidentsLitigation
Innovation Process Indicators
Percentage of revenue attributable to recent innovations Percentage of ideas migrating to projects Number of projects per member of staff Percentage of staff involved in generation of ideas or problems Percentage of actions originating outside the organization Percentage of indicators without actions Number of projects per strategic thrust Percentage of strategies without actions Percentage of actions delivered within planned constraints Percentage of actions abandoned during innovation process Cost–benefit ratio of the portfolio undertaken
Performance Horizonover what time period?
Balanced Scorecard
Developed by Robert Kaplan and David Norton (1996) as an approach to strategic management and associated performance measurement and development initiatives
Divides strategic objectives, performance measures, and any associated development initiatives into four perspectives:1. Financial perspective2. Customer perspective3. Internal processes perspective4. Learning and growth perspective
RETURN ON INNOVATION ROINN©
How do you measure return?
How much did it cost to make, sell & ship? How much did you invest into infrastructure? How much did you make on sales? Return on Investment =
(sales – costs) / investment Transaction cost and market response based
formulas Does this apply to measuring return on
innovation?
ROInn© Issues
What are the direct costs? What are the indirect costs? How do you account for lag between learning
and performance? How do you measure customers who left
before buying? How do you measure the future benefits of
today’s innovation? How do you measure the learning benefit of
failures?
REALITY CHECK
Of those who do use innovation metrics, they cite three main reasons for doing so: To provide strategic direction for innovation
activities To guide the allocation of resources to
innovation projects To diagnose and improve overall innovation
performance
WHY SHOULD COMPANIES ASSESS
INNOVATION PERFORMANCE?
What does get measured?
TYPES OF METRICS USED?
Most likely are simple outcome metrics such as: Revenue growth due to new products or services Customer satisfaction with new products or services Number of ideas or concepts in the pipeline
Less likely are input metrics or performance metrics such as time to market or time to breakeven
Red herring measure: R&D Spending WHY!
Isn’t it just about R&D spending?“After conducting studies of the world’s one thousand biggest spenders on R&D… consulting firm Booz Allen Hamilton concluded both in 2005 and 2006 that there is “no discernible statistical relationship between R&D spending levels and nearly all measures of business success, including sales growth, gross profit, operating profit, enterprise profit, market capitalization or total shareholder return.”
Which U.S. firm spent more money on R&D than any other company in the world during the last 25 years?
General Motors
WHY IS R&D SPENDING A POOR INDICATOR OF PERFORMANCE?
It’s complicated…
Creating Return on Innovation
Innovation FacilitatorsLeadership• Innovation Strategy• Vision• Champion• Tolerance for failureStrategic Assets• Input, Process, Channel,
Customer and Market Knowledge Assets
People • Innovation Champions• Skills & Competencies• IntrapreneursOrganization Culture• Values • Norms• CommitmentResources • Compensation• Intellectual Capital• Financial• Time• Space
Innovation Outcomes
New or altered products, services,
processes, systems, organizational structures, or
business models.
Return on InnovationBusiness Results• Growth• Profits• Increased MarginsMarket Results• Market capitalization• Market growth
Innovation Behaviors
Management Practices• Formal Innovation Processes• Unstructured Innovation Processes• Collaborative Innovation ProcessesKnowledge Processes• Capture of existing internal and
external knowledge• Creation of new knowledge• Dissemination and sharing of
knowledge
Innovative Barriers
Mindset• Not-invented-here• Nothing-is-invented-hereShortage of resourcesOrganizational bureaucracyLack of motivation
SOCIETAL FACTORS• Society / Culture• Historical Context
REGULATORY FACTORS
• Government & Social policies
ECONOMIC FACTORS• Technology
• Intellectual Resources• Strategic Partners
National Context
INNOVATION METRICS FOR BEGINNERS
Metrics for innovation. A.Muller, L.Valikangas & P.Merlyn. Strategy & Leadership, 2005: 33(1): p.37.
INNOVATION METRICS FOR VETERANS
LESSONS
Innovation is a learning process, therefore frequent failures should be expected. Measuring the innovation process and its results should be part of the process through which to improve learning (learning about learning).
Develop a comprehensive set of metrics that are simple, meaningful, and intuitive.
Resist the temptation to track every conceivable parameter. Resist the temptation to track the easy tangible parameters. Include at least one or two customer-driven metrics. Reassess the results and the metrics against the goals and
objectives.