Use the On-line multi-Factor approach to analyze your own organization’s innovation management practices. Registrants are provided with; an analysis of their own corporation’s practices, comparisons with other registrants and a ‘score’. Modify your input at will. The methodology can be custom-tailored for group use.
IM (Innovation management) reports are in-depth, comprehensive reports on the historic and current development of the company’s approach to innovation management, their tools and techniques, brought up to date with the latest initiatives. Reports examine leadership styles, policies and management practices, and address how these companies built and sustained innovation over such a long period. Companies; 3M, Deere, GE, P&G and Starbucks. Real companies. Real practices. Idea-intensive, highly-respected companies.
The reports are based on a variety of sources including, interviews with suppliers and ex-employees, biographies of the company’s senior executive officer, third party interviews, and an analyses of company and investor presentations. Each report uses a framework for cataloging the information in such a way that the reader can easily apply best practices to their own organization.
Mini-profiles. Each report highlights one or more features of a company’s approach to the management of innovation. Eg. DSM.
Companies researched are those which have been successful at innovation, or may have failed (often the source of good lessons), or have had a unique experience. Over thirty companies have been researched.
Current innovation issues. Papers on such issues as; Board responsibility for risk, the need to think more about the meaning importance of research and development spending, are available.
SMEs only. CIO has a special section devoted to those more concerned with small and medium-sized organizations; i.e. SMEs. Most of the third party research on corporate innovation has been done with a focus on large companies since these are the companies which. being public, publish more information than do SMEs. Much of what larger companies do to encourage innovation is applicable to SMEs but necessarily scaled to meet immediate needs.
Country innovation. National governmental policies can impact corporate innovation. CIO reports on interesting developments in select countries; Argentina, Canada, India, Scotland, Russia, Portugal and, most recently, Japan.
What one can learn from this research?
- There is a consistency, a pattern, which emerges from CIO’s examination of the policies and management practices of these companies. Innovation is sustained through applying not one, but the right combination of management practices.
- Not all companies embrace the idea of being innovative but if an organization wishes, or needs to be innovative to survive and grow, it is absolutely essential that leadership – the Board, CEO, and senior management – lead the effort.
- Innovation involves risk. Improved information and better measures are needed at senior levels to portray innovation so that the risk level is clear.
- There is a set of tools which can provide help to those organizations wishing to be innovative.
- Stock price performance does not correlate with innovation but longevity does.
CIO’s research is open to all who wish to click on the subject of their choice. For several research reports CIO charges a fee. Comments are always welcome.