The risks associated with innovation are not tolerated.
There is some desire to take risks associated with innovation, however organisational constraints often prevent this from occurring.
Contributors to innovation receive rewards and/or incentives for their efforts.
Generally speaking, the desire to innovate is considered to outweigh the risks associated with innovation.
Innovation is an integral part of what we do at all levels within this organisation.
There are no mechanism's in place to capture ideas from employees.
Employees know how to go about submitting an idea for improvement.
There are formal mechanisms for incorporating supplier and customer ideas.
There is a clearly understood selection process for ideas which is transparent to employees. Feedback is provided to the submitting idea on its progress.
Executive time is allocated to the creative evaluation of ideas. This involves potentially combining disparate ideas from across the organisation.
Our approach to innovation is adhoc. There is no structured process for taking an idea through to implementation.
A pathway for innovation has been identitied and is generally similar for different innovations.
A structured innovation process is in place (Stage Gate, Open Innovation, or other recognised best practice framework)
The innovation process has been integrated with key organisational processes including program management, procurement, manufacturing, marketing etc.
Tools and templates have been developed, clear accountability assigned for the mangement of innovation benefits delivery and strategic alignment.
Strategy, what strategy?
Innovation initiatives and activities are undertaken independently of the organisational strategy.
Some consideration of the organisational strategy is given to innovation initiatives and activities.
All innovation initiatives are formally assessed for their alignment with the organisational strategy.
All innovation initiatives are assessed for their alignment to the organisational strategy and impact on key KPI's that the organisation is seeking to improve.
No clear innovation goals or directions, any innovation that occurs is in an adhoc manner.
Innovation goals are broadly defined, however the overall direction for innovation is somewhat unclear.
There are isolated managers and executives that support innovation.
The management and executive team are supportive of innovation, they provide support and direction to innovation activity.
The CEO, Board, and executive demand time and resource allocation to innovation activity