Innovation from ideation to activation

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Process Process paralysis While a structured innovation process can help organizations focus and manage ideas from creation through incubation to activation, most companies indicated that they don’t have a structured innovation process or framework in place. The reality is that structured processes can become overly bureaucratic and organizations need to strike a fine balance to avoid process paralysis. An innovation process helps focus an organization’s investments on viable opportunities to create and capture economic value for the business. It provides an operating model and framework to validate innovative ideas and manage investment risk and helps properly evaluate partnering opportunities. Having a full or partially defined innovation process separated those organizations with ambidextrous capabilities from those with neither explore nor exploit capabilities (although a number of ambidextrous organizations did not have structured processes). 63% of organizations either have no defined decision‐making process and framework, or one that is partially defined but not implemented. Does your company have a well-defined and structured innovation process and decision-making framework that is followed? 100% 100% 90% 90% 80% 80% 70% 70% 60% 60% 50% 50% 40% 40% 30% 30% 20% 20% 10% 10% 0% < 500 employees 500- 1,000 employees 1,000- 5,000 employees 5,000- 10,000 employees > 10,000 employees 0% Construction Financial Government Mining & Oil & Gas services & Public Sector Minerals Power Technology Other & Utility Consumer Products & Retail Not defined or implemented Defined but not implemented Partially defined but not implemented Defined and partially implemented Defined and fully implemented 14 | Innovation – from ideas to activation A Canadian cross-sector market study
EY’s Innovation Framework Create Incubate Activate Strategic focus Idea generation Filtering/ refinement Experiment Piloting Capability building Go-tomarket Operating model Measure results Scale Large organizations tend to have the size and scale to invest time, money, and effort in driving an innovation agenda. Sometimes they even have dedicated leaders and budget. Smaller companies also tend to be focused on innovation because it often enables rapid start-up growth, eventual IPO or sale to a larger company. While they might have a similar focus, the challenges they face are different. Larger companies must guard against bureaucracy and enable their employees to create. Small companies need to find ways to commercialize their ideas and generate investment support. Implementation and culture are harder than they may seem Implementing innovation is the area of greatest concern and listed as the biggest challenge by 59% of organizations of various sizes, in a number of industries. In the power and utility sector, leaders are most concerned about developing the right innovation operating model, while organizational culture is at the top of the list for leaders of companies with 5,000 to 10,000 employees. There is an association between the organizations viewing implementation as their biggest concern and those who said their organization is not able to exploit innovative ideas. Leading-edge innovation ideas are worthless in the absence of a well-planned and executed implementation approach, which ultimately drives outcomes and value for the organization. Which top three areas as it relates to innovation are of the greatest concern to you? Number of respondents 140 120 100 80 60 40 20 0 Implementation executing your innovation strategy and making it happen Culture changing the organizational culture to enable innovation Workforce & talent finding the best people with the right skills to help lead innovation Strategy Operating defining your model innovation developing the strategy right innovation operating model for your company Performance Management having the right metrics in place to monitor and control innovation progress Partners finding external partners to collaborate with? Scaling taking innovation ideas within your company and making them scalable Other Process: key success factors • ➢Create effective processes for knowledge gathering and dissemination, idea generation, prototyping and development, and implementation. • ➢Define process execution structure to manage innovation projects. • ➢Determine support requirements, including technology and administration. Innovation – from ideas to activation A Canadian cross-sector market study | 15
Page 1 and 2: Innovation: from ideation to activa
Page 3 and 4: Innovation is the art of making har
Page 5 and 6: Ambidexterity drives success High-p
Page 7 and 8: A sound foundation for innovation s
Page 9 and 10: Does your organization have a defin
Page 11 and 12: Money talks Organizations with ambi
Page 13 and 14: Pick the right partner In general,
Page 15: How important are the different typ
Page 19 and 20: 90-day Innovation Roadmap Four step
Page 21 and 22: Challenges to implementing open inn
Page 23 and 24: Contacts For more information on th

Innovation from ideation to activation

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