www.innovatiematurityscan.nl (toggle to use the English version)
In order to gain a first insight into the state of affairs of the organization in the field of innovation management, UBR, a department of the Ministry of the Interior and Kingdom Relations has developed a scan together with the Total Innovation Management Foundation (TIM). This scan is intended to generate a discussion document based on a measurement among a selected number of participants, often a mix of managers and public servants or employees involved in innovation within the organization.
The scan can be performed as a self-scan and demo-ed by anyone who is interested in using it. Professionals trained by TIM are available to supervise workshops and carry out organizational scans.
The scan is part of an expansive model in which the results can also be used to develop your own innovation approach, which is more tailored to the organization. It serves to further professionalize innovation management. The model is not intended as a simple checklist or straitjacket, but can therefore be used as a starting point or talking guide for your own innovation objectives.
Structure of the Innovation management scan
Various options are available for measuring the maturity of the innovation organization and its management. Often these are based on business or international. The structure of the Innovation Management scan of the Development Company UBR/VBR is partly based on TIM’s innovation assessments and has been tailored to the needs of (national) governments and not-for-profit institutions. The scan is performed by answering to statements divided over 5 main clusters:
1 Leadership
Strong leadership by management is essential for continuous innovation. Management must lead by example and fully endorse the organisation’s core values, mission, vision and supporting policies. This cannot be delegated. Management must include innovation activities in the strategy and planning and itself participate in, support and promote innovation activities within the organization. Management at all levels must promote and communicate the core values, mission, vision, policy, innovation objectives of the organization and the importance of innovation. Management at all levels is involved in innovation, inventories and takes into account all stakeholders, assesses the progress of all activities involving innovation and ensures that the preconditions for working innovatively are met.
2 Culture
A culture reflects the values and behavior of an organization. It is usually an extension of general management and is often referred to as the personality of the organization. To achieve lasting and sustainable innovation, the culture of the organization must foster creativity and support innovation as a planned and managed activity. Innovation will thus become a core function of the organization and enable innovation at all levels and with greater impact
3 Social
The working environment (including workplace, facilities) of an organization can stimulate innovation enormously. The involvement, autonomy and recognition of employees in this is crucial. In addition, the organization must strive for a positive impact on the environment and society by introducing an organisation-wide social responsibility.
4 Execution
Management is responsible for providing the resources needed to carry out the innovation activities and support the culture of the organization. There are three generic phases for the planning and execution of all innovation activities. These phases are known as Exploring, Experimenting and Excelling
5 Governance
Processes are needed to measure and monitor the innovation activities of the organization (policies, processes and projects). A continuous improvement approach should be implemented to improve the effectiveness of the innovation management system to achieve the objectives. Adjustment based on insights gained is essential.
These clusters are divided into 2 or 3 segments that require concrete elaboration and commitment to arrive at a coherent innovation management system. This creates a circle diagram of 12 segments that are measured in the scan.
Executing the scan
The measurement takes place on the basis of 5 statements per segment that are assessed on a 5-point scale to what extent the statement is applicable to the organization. In the menu for the implementation of the Innovation Maturity Scan there is a self-scan (demo). Everyone can complete this themselves and thus also gain insight into the set of questions and how the scan works. This is always a scan based on the meeting of 1 respondent. You can also use this self-scan with a team by completing it together or by discussing the scores of individual scans with each other.
For a group scan (with or without measuring ambition level) and associated workshop and guidance within the national government, you can contact the Development Company UBR/VBR (via Innovatiemetimpact@rijksoverheid.nl). We can support other organizations from TIM Foundation. Use the contact form for TIM Foundation on this website).
Levels of maturity
“Maturity” means a certain degree of maturity of the organization. The execution of the scan provides a first picture of this and thus an indication of the potential success of innovation. The indications (including an estimate of the lead time for elaboration and implementation to reach the next level) are labeled ‘levels of maturity’ and they stand for:
Level 1 The organization is still on the eve of starting up an innovation management approach, innovations have little or no desired impact and are not deployed based on an integral vision and strategy (research and start-up of the first implementation of the innovation management system takes 3 to 9 months to complete);
Level 2 The organization is convinced of a more structural approach with innovation management and is starting to implement parts of this approach step by step. As a result, the impact of innovations increases (this further development of the own model will often take another 6 to 12 months);
Level 3 After the implementation of the innovation management system, a phase follows in which the organisation, processes and culture must adapt to innovative working methods. Acceptance and enthusiasm will increase because innovations produce the desired effect (count on 12 to 36 months for this difficult step and intended effects);
Level 4 The organization is maturing in the field of innovation and these are now starting to have major positive impacts at a faster pace, on a larger scale (24 to 48 months or more throughput);
Level 5 At the highest maturity level, this impact is continuously present and innovations with impact land in the organization (when reaching this level, successful development takes place continuously and there is also room for more radical innovation).
