Why would someone try golfing without first knowing the basics (grip, stance, swing, rules, etc.)? And why would you play golf with only 5 clubs instead of the allowable 14 clubs and expect to play well with good scores?
Why do organizations solicit for ideas and build or purchase platforms and implement open innovation without first developing a capability to innovate? And why would an organization only implement parts of innovation management and expect to achieve effective and sustained innovation?
Depending on who’s data you believe, it has been said that 40% of people who try golf quit after one or two sessions. Can the same be said about innovation?
To be a good golfer and enjoy the game, you first need to develop a capability to golf, and to achieve effective and sustained innovation within an organization you also need to first develop a capability. Developing a capability of any kind takes work and time, it’s not a plug and play app.
Both golf and innovation have many interconnected and interrelated parts. If you do not identify, address and connect all the parts, and if you concentrate more on some parts than the others your success will be limited if at all.
For golf I suggest you stop taking advise from your friends and take lessons from a qualified instructor, and learn all the basics prior to playing the game. For innovation within an organization I suggest you stop taking advise from the latest book (author) best seller or a consultant with limited scope, learn the TIM Foundation’s Innovation Management Maturity Model and implement Total Innovation Management.
TIM FOUNDATION INNOVATION MANAGEMENT MATURITY MODEL
The model has two main parts, the TIM Innovation Management Standard and supporting publications, and the five level TIM Innovation Management Maturity Grid.
The Innovation Management Standard is a voluntary “A” type standard which specifies the minimum requirements (the dots) for developing an Innovation Management System (innovation capability). The supporting publications provide the guidance on how to interpret, develop and implement the standard’s requirements (how to connect the dots).
The TIM Innovation Management Maturity Grid (CO-012-MG) has five levels of maturity achievement. The following table is a high level summary grid, it does not include the criteria most of which is based on the Innovation Management Standard requirements.
Sometimes you need to respect and appreciate the hard work and dedication of others to benefit from shared wisdom, otherwise you will be continually reinventing the wheel.
It has been said that “Without Standards” there can be no concrete improvement (Taiichi Ohno).
TOTAL INNOVATION MANAGEMENT
The output of the TIM Foundation Innovation Management Maturity Model is Total Innovation Management or TIM for short which is a systematic, consensus-based method for managing innovation within an organization. It strategically involves stakeholders, processes, data and communications to integrate innovation into the culture and activities of the organization. It applies evidence-based methodologies where that makes sense for decision making activities.
Taking a holistic view,TIM offers a comprehensive approach towards innovation management (incremental as well as radical). It aims at achieving a strategic advantage through superior innovation for long-term success through developing a sustained innovation capability. It is built from a body of knowledge (TIM Innovation Management Maturity Model) developed over the last decade by the TIM Foundation with assistance of various international innovation experts, panels and committees.
The six interrelated and interacting elements of TIM include:
Culture: Innovation is driven by the organization’s vision, mission, high level innovation objectives and is open to all stakeholders. Employees work towards common goals in a transparent environment free of fear and one that fosters engagement and creativity.
Activities within this element include, Management Commitment, Stakeholders, Core Values and Mission, Vision Statement and Work Environment.
Leadership: Effective and sustained innovation requires management commitment, support and leadership. This leadership sends the right message and provides the proper environment that encourages creativity, experimentation, learning and innovation. With participation from stakeholders, management are responsible for developing, supporting and communicating the organization’s shared vision, mission and high level innovation objectives.
Management review and act upon monitoring and measurement data on a regular basis.
Activities within this element include, Objectives, Strategy, Communications and Management Review.
Resources: Resources are essential for innovation, both human and financial. Management is responsible for the allocation of resources to maintain the innovation practice and to support innovation projects. Resources also include providing an adequate infrastructure, continual learning and knowledge acquisition and sharing.
Activities within this element includes, Financial and Human Resources, Infrastructure and Information.
Processes: Indirect processes are defined to support monitor and measure innovation activities. Direct processes are in place to manage the core phases of innovation (the 3 D’s), discovery, development and deployment.
Activities within this element include, Systems, Discovery, Development and Development.
Monitoring & Measuring: Regular monitoring and measuring of indirect and direct innovation activities is required to properly manage the activities and for evidence-based decision making. Data generated and it’s analysis is subject to regular review, follow-up actions and is communicated throughout the organization.
Activities within this element include, Systems, Processes and Projects.
Improvement: Continual improvement of innovation activities and project execution is vital for improving innovation capability and maturity over time. Improvement is typically acting upon monitoring and measuring data and analysis, and knowledge.
Activities within this element include, Analysis and Corrective Action.
The most significant part of TIM is the integral, systematic design and composition of the body of knowledge on which it is built on (TIM Innovation Management Maturity Model). On the surface TIM appears to be simple straightforward common sense, however beneath it lies a decade of development.
When you implement TIM you are tapping into this body of knowledge without having to learn its depth of composition, nuances and intricacy.
Innovation is not difficult it’s different. Time to get comfortable with being un-comfortable.
WHAT ARE THE BENEFITS OF TIM
Some of the benefits of implementing TIM include:
• Developing a superior innovation capability through implementation and continuous improvement
• Achieving effective and sustained innovation integrated into the organization
• Creating enhance employee engagement and have a positive influence on the organization’s culture
• Increasing the organizations overall performance and prosperity
• Save time and money, etc………
WHO ARE THE BEST CANDADATES FOR TIM
Organizations that are:
• Loosing market share to competitors and/or are likely to be disrupted
• Experiencing lack-luster performance (financial/growth)
• Implementing add-hoc innovation practices with little to no success
• Having little to no success after receiving innovation training or while working with a consultant
• Truly interested in achieving a superior innovation capability