Innovation Capability Maturity Model

Patrick Corsi is an international consultant in innovation engineering at IKM, London, UK and Brussels, Belgium, and an Associate Practitioner in intensive innovation at the Centre de Gestion Scientifique at Mines ParisTech in France. Previously, he had an extensive career with IBM Corp, IBM France, THOMSON-CSF, the European Commission as well as a successful start-up experience.Erwan Neau is Director at AONOV Innovation in Angers, France. He developed systematic methods for diagnosing innovation processes in business and guiding innovation approaches. He advises SMEs on their best capacity to progress their development.

• ACKNOWLEDGMENTS xiPREFACE xiiiLIST OF ACRONYMS xviiPART 1. THINK UP A METHOD 1CHAPTER 1. INNOVATION: AN UNFINISHED JOURNEY 31.1. The journey as the end 31.2. Application of maturity levels in the innovation process 51.3. The effects of the knowledge society 71.4. What the current socioeconomic context indicates 81.5. Who can benefit from this book and how? 101.6. How to use this book? 12CHAPTER 2. EVALUATING THE ABILITY TO INNOVATE 132.1. The art of change is not one-size-fits-all 132.1.1. Change is an awareness of a phenomenon’s time derivatives 142.1.2. Any system reflects the maturity of its subsystems 152.2. A failed timing translates into zero progress 162.2.1. When the emergency is in conflict with the ability to innovate 162.2.2. Moving up the time axis leads to influencing time 17CHAPTER 3. A METHOD TO PROGRESS 213.1. Progress in the ability to innovate requires a method 213.1.1. Provide a starting point for the method 253.2. A new basis for competitiveness contributing to a greater whole 253.2.1. The importance of selected vocabulary 273.3. Two extremes revealing a relative immaturity 283.4. Evolving the concept of innovation 303.5. Controlling the acceleration is now the issue 313.6. An algebra of the different levels of maturity (Innovation Capability Maturity Model) 333.6.1. The progression route starts anyway from the lowest point reached 33PART 2. A DISCOURSE ON THE METHOD 37CHAPTER 4. TWO ESSENTIAL PRELIMINARY LEVELS 0 AND 1 394.1. Level 0 or “we are not concerned” 394.1.1. What is level 0? 394.1.2. An example at level 0 394.1.3. Examples of organizations at level 0 404.2. The level 1 or “Do it Right First Time” 414.3. Two examples where innovation at level 1 puts companies under death sentence 464.4. A company that innovates only by reaction to competition or market trends (general study case) 494.5. SWOT matrix at level 1 50CHAPTER 5. LEVEL 2: NOT YET MATURE 535.1. Level 2 or “redo and, if possible, do better” 535.2. The SWOT matrix at level 2 58CHAPTER 6. LEVEL 3: MATURITY IN TRAINING 616.1. Level 3 or “collective efficacy” 616.2. SWOT matrix at level 3 69CHAPTER 7. MASTERING LEVEL 4 717.1. Level 4 or “collective efficiency” 717.2. SWOT matrix at level 4 81CHAPTER 8. SUSTAINABLE MASTERY AT LEVEL 5 838.1. Level 5 or “dynamic, total and sustainable innovation” 838.2. SWOT matrix at level 5 91PART 3. IMPLEMENTING THE METHOD 93CHAPTER 9. HOW TO INNOVATE AT LEVEL 1? 959.1. Introduction 959.2. What is an innovation action at level 1? 969.3. What will these actions permit? 979.4. The functional dimensions of innovation activities 97CHAPTER 10. INNOVATING AND CAPITALIZING AT LEVEL 2: RE-VISITING THE PAST FOR ENTERING LEVEL 3 10310.1. Assembling the elements of an approach 10310.1.1. Prerequisites for level 3 10410.1.2. Set apart what is urgent from what is important 10510.2. Who is going to lead the innovation approach? 10610.3. How can we reconcile the three business functions above? 10710.4. The innovability diagnostic phase 10910.4.1. A true story 10910.5. Questions and issues that resonate with level 2 11010.6. A level 3 checklist to create an innovation upon request 110CHAPTER 11. TO BUILD UPON LEVELS 1 AND 2 11311.1. Driving innovation is a strategic activity 11311.2. Advice when nominating the Innovation Steering Committee 11611.2.1. More about breakthrough or disruptive innovation 12411.3. An example of repeated yet spiraling innovation 126CHAPTER 12. FORGING AND STRENGTHENING SYSTEMS TOWARD LEVEL 3 12912.1. Preparing a culture change in the organization 12912.2. Starting the innovation throughout the company 13212.2.1. The first actions of the Steering Committee 13212.2.2. Launching a communication and a training policy 13212.2.3. Demystification – Awareness – Information – Education – Action 13212.3. Constitution of the innovation team 13312.3.1. The management group of the innovation portfolio 13312.3.2. An innovation information system 13412.4. The analysis group of customer needs 13412.4.1. Innovation communication 13512.5. Monitoring issues and management caution with level 3 13512.6. When knowledge management comes of age 13712.7. Is creating excess of knowledge an issue? 13812.8. The paradoxical passage way from level 3 to level 4 139CHAPTER 13. MANAGING THE DEPLOYMENT AT LEVEL 4 14313.1. Changing the method 14313.2. The moment where management is revisited out of necessity 14313.2.1. The case of the smartphones market 14513.3. Further notes on management 14713.4. When ideas become projects and projects become successes 14813.4.1. Firm is not a pyramid 14913.4.2. “Headgear” the pyramid with the strategic vision 14913.4.3. At the “heart” of the pyramid is an “anticoagulant” 15013.5. Preparing level 5 150CHAPTER 14. SUSTAINING LEVEL 5 15314.1. A frequent misconception on the nature of level 5 15314.2. The two logics prevailing at maturity level 5 15514.3. Level 5 is all about rhythm and osmosis 15614.4. The new art of managing at level 5 15714.4.1. First indicator: knowledge originality (KO) rapport 15914.4.2. Second indicator: hierarchical control (HC) rapport 16114.4.3. Third indicator: innovation funding (IF) reserve rapport 16214.4.4. Fourth indicator: market surprise (MS) rapport 16214.5. The discipline of smoothing breakthroughs 16314.5.1. On value as created and used 16414.5.2. Diversity often leads to misleading divisional attitudes 16414.5.3. Innovation winning systems (“martingales”) – when the approach becomes an automated and complete process 16714.6. Why is level 5 “complex”?  17114.7. A summary of all levels: the case of Apple through the years 174PART 4. POSSESSING THE METHOD 177CHAPTER 15. USING THE FIVE LEVELS TO PROGRESS 17915.1. Implement a growth strategy first 17915.2. Benefits and general challenges associated with the five maturity levels 18015.2.1. The general benefits of the maturity level approach 18215.2.2. General challenges related to the multilevel approach 18315.3. The case of TMC Innovation scaled up through the five maturity level 185CHAPTER 16. TOOL SHEETS FOR EACH LEVEL AND FOR INTER-LEVEL DYNAMICS 19116.1. Summary sheets to assess the maturity of the innovation 19116.1.1. Synthesis of information from a given level 19116.2. Create dynamics with inter-levels 194CHAPTER 17. GOING BEYOND THE FIVE LEVELS: A NEW OPERATIONAL CAPACITY 19717.1. Opportunities brought by the five levels 19717.2. The toxic impacts of innovation – a discourse on complexity in firms 20017.2.1. Inno-toxic factors 20017.2.2. The most common innovation “diseases” 20217.3. In conclusion 203APPENDICES 205APPENDIX 1 207APPENDIX 2 211APPENDIX 3 217APPENDIX 4 219APPENDIX 5 231APPENDIX 6 247APPENDIX 7 253APPENDIX 8 267BIBLIOGRAPHY 277GLOSSARY 291INDEX 299