Kathy Harris a Maturity Model for Innovation

Research Publication Date: 6 April 2011

ID Number: G00211879

A Maturity Model for Innovation Management Jackie Fenn, Fenn, Kathy Harris

This Innovation Management Maturity Model and assessment educates enterprises on the dimensions of innovation management and the capabilities they need to succeed. The assessment enables enterprises to determine the status of their innovation initiatives, their performance in each dimension, and the specific actions needed to move to higher levels of capability. Gartner's model comprises five levels of maturity (reactive, active, defined, performing and pervasive) and follows traditional capability maturity model concepts in its approach. Achieving these successive levels of innovation management maturity does not represent a process path to adoption or implementation of specific innovations; instead, these levels represent the increasing capability of an enterprise to predictably and reliably drive and manage innovation. Key Findings The Innovation Management Maturity Model is composed of five levels of maturity, ranging from reactive to pervasive capabilities. Enterprise innovation management at Level 3 is defined and sustainable. At Level 1 or 2, innovation is generally localized and relatively low in value. At Levels 4 and 5, innovation is strategic, reliable and a core competency.

Recommendations CIOs and innovation leaders should regularly: Assess, evaluate and communicate overall performance of innovation management (including business outcomes achieved) for the enterprise. Collaborate with executive management to determine the desired and appropriate level of innovation management maturity for the enterprise. Use in-depth assessments of current maturity to justify actions that will achieve the desired level of maturity and justify funding and resources for ongoing support.

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TABLE OF CONTENTS Analysis ....................................................................................................................................... 3 The Dimensions of Maturity for Innovation Management .................................................. 4 Dimension 1: Strategy and Intent......................................................................... 5 Dimension 2: Processes and Practices ................................................................ 5 Dimension 3: Culture and People ........................................................................ 5 Dimension 4: Organization and Infrastructure ...................................................... 5 Dimension 5: Partnerships and Open Innovation ................................................. 6 Dimension 6: Innovating How We Innovate .......................................................... 6 Using Gartner's Innovation Management Maturity Model .................................................. 6 Level 1: Reactive Innovation Management .......................................................... 9 Characteristics ........................................................................................ 9 Actions for Improvement ......................................................................... 9 Level 2: Active Innovation Management............................................................... 9 Characteristics ........................................................................................ 9 Actions for Improvement ....................................................................... 10 Level 3: Defined Innovation Management .......................................................... 10 Characteristics ...................................................................................... 10 Actions for Improvement ....................................................................... 10 Level 4: Performing Innovation Management ..................................................... 11 Characteristics ...................................................................................... 11 Actions for Improvement ....................................................................... 11 Level 5: Pervasive Innovation Management ....................................................... 11 Characteristics ...................................................................................... 11 Actions for Improvement ....................................................................... 12 Summary Recommendations ......................................................................................... 12 Recommended Reading............................................................................................................. 12

LIST OF TABLES Table 1. At-a-Glance Innovation Management Maturity Model ...................................................... 6 Table 2. Dimensions and Relative Importance to Maturity ............................................................. 8

LIST OF FIGURES Figure 1. Summary of Innovation Management Maturity Levels and Key Characteristics ............... 3

Publication Date: 6 April 2011/ID Number: G00211879 © 2011 Gartner, Inc. and/or its Affiliates. All Rights Reserved.

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ANALYSIS Gartner's Innovation Management Maturity Model assists enterprises in developing and advancing a sustainable innovation management competency. The maturity model is structured into five levels that reflect the status of enterprisewide innovation management. The maturity levels are: 1. Reactive 2.

Active

3. Defined 4.

Performing

5.

Pervasive

To progress to higher levels of innovation management maturity, organizations must advance along each of six key dimensions of innovation management. These dimensions are strategy and intent, processes and practices, culture and people, organization and infrastructure, partnerships and open innovation, and innovating how we innovate (see Figure 1). Not all enterprises will progress at the same rate, excel in the same dimensions, nor aspire to attain the highest levels of maturity. Nonetheless, it is important to know which level of maturity an enterprise has attained since there is a correlation between the levels and the probability of lasting success. Enterprises should aim to optimize innovation management capabilities at one level to lay the groundwork for proceeding to the next. Figure 1. Summary of Innovation Management Maturity Levels and Key Characteristics

Source: Gartner (April 2011)


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Enterprises must use caution when applying this and other maturity models. Two key insights are critical: Enterprises and innovation leaders must recognize that managing innovation and the act of innovating are not the same. While innovations may arise as the result of luck, opportunity or the force of a single creative personality, mature management is necessary to build an effective, repeatable and, in particular, lasting environment that fosters great ideas, discoveries and, ultimately, innovations. This maturity model is designed to assess the enterprise's maturity in managing innovation as a repeatable and enduring competency. Many large enterprises are composed of significant business units that, much of the time, operate as stand-alone enterprises. In federated enterprises, these individual units may differ not only in their business focus for innovation but also in their maturity levels in managing innovation. These enterprises and their parent company must make overt efforts to determine when and if innovation initiatives should be managed locally versus centrally. Innovation management, like other management competencies, will continue to evolve in its dimensions, processes, practices and technologies. Enterprises will also evolve and change through mergers and acquisitions, changes of executive management, reorganizations, the addition or loss of thought leaders, industry shifts, competitor moves, and other disruptions. The results of such disruptions may mean that an individual enterprise's level of innovation maturity declines (rather than increases), that executive attention or interest in innovation slows or accelerates, or that specific dimensions of innovation may require redesign, remediation or upgrade to adapt to emerging practices. In short, an enterprise's maturity level is dependent on the "state of the art" of innovation management, the current state of the enterprise, and the business appetite for innovation and growth. Every enterprise's innovation programs will continually change, and therefore, innovation management will continually need adaptations. Innovation management maturity is not a technology maturity model and is not dependent on which supporting technologies are chosen; however, by Level 3: Defined, innovation is managed across the enterprise and is being extended to external participants. Thus, at Level 3 and higher, innovation management requires technologies and support for ideation, collaboration, social media and community, as well as rock-solid information and knowledge management. Also keep in mind that this maturity model is not an innovation adoption process or implementation path. Instead, each successive stage represents an increasing level of capability exhibited by the enterprise in managing innovation. Finally, continual improvement is inherent to achieving innovation management maturity. Continual improvement is the mechanism for strengthening the innovation dimensions, their reach and range, as well as the business, social and cultural value realized.

The Dimensions of Maturity for Innovation Management Enterprises succeed in innovation management by developing maturity in each of six dimensions: Strategy and Intent Processes and Practices Culture and People Organization and Infrastructure


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Partnerships and Open Innovation Innovating How We Innovate Here, we describe the six individual dimensions in more detail.

Dimension 1: Strategy and Intent Enterprises demonstrate their intent to become innovative through key actions by executive and innovation leaders. These actions include identifying innovation as an element of enterprise strategy, clarifying the high-level business focus and objectives for innovation, naming executive sponsors and enterprise leaders for innovation management, designing incentives for innovating, and committing to fund other fundamental resources required to undertake innovation as a strategic initiative.

Dimension 2: Processes and Practices Innovation management is a business process in that it includes identification, selection, development and implementation of changes — typically performed in this logical sequence. Formalizing a process model for managing innovation enables enterprises to reliably generate ideas and manage them through to resolution (implementation, commercialization, termination, licensing or other actions). Innovation practices supplement this process model by addressing three facets of the act of innovating: driving creativity, acting with agility and thinking outside current boundaries. Designing creative practices enables leaders to guide the focus for innovation and to quickly trigger and expose deep thinking aimed at eliciting exceptional ideas, exposing new insights, identifying new opportunities, resolving obstacles, removing barriers or speeding decisions. Building agility into the process model can enable the best ideas to be quickly identified and "accelerated" through the process, ensuring that great ideas don't languish among lesser value ideas. Finally, creative and agile practices are also vital to thinking and innovating outside current boundaries, and opening innovation to gray areas and emerging spaces.

Dimension 3: Culture and People Enterprises must actively identify, anticipate and overcome cultural barriers to innovation. Innovation leaders must understand the social behavior of groups and communities (whether customers, employees or others) and manage the impact (positive or negative) of these behaviors across the innovation process. They must value the contributions of participants and communicate honestly and frequently about the strategy and direction of the enterprise, the barriers to innovation management and the actions required to leverage participant contributions. This disciplined approach embraces the crucial aspects and collective attitudes and behaviors of all the people involved in innovation, both inside and outside the enterprise.

Dimension 4: Organization and Infrastructure A variety of supporting organizational structures, resources and tools are needed to establish and sustain innovation management from ideas through implementation. Organizational support structures may include full- or part-time innovation groups, committees or catalyst teams, with defined governance and authority. These structures typically support a large number of innovators and programs and also enable enterprises to tap into ideas and opinions of internal and external people and content. Good infrastructure also enables scalability such as more throughput, broad access, and collaboration around ideas and rapid execution.


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Dimension 5: Partnerships and Open Innovation Enterprises have access to potential innovators and innovations through direct and indirect relationships. Such access and relationships are built through physical and virtual contacts or through the provision of products and services. These relationships are also acquired through customers, suppliers, partners, hosting services or nonaffiliated businesses and groups. As enterprises mature in their innovation management practices, they take more and better advantage of these external relationships to support innovation programs and initiatives.

Dimension 6: Innovating How We Innovate New practices and techniques appear and gain traction quickly in business and social environments — the rapid change and movement can occur quickly and penetrate deeply into industries, enterprises and communities. Enterprises must continually adapt and adopt relevant new ideas and practices in innovation management. Recent examples of practices that experienced rapid development and adoption include ideation, open innovation, innovation networks, idea marketplaces and crowdsourcing. This evolution will continue, and successful innovators will monitor and adopt modern methods and practices that enhance and extend their innovation management and programs.

Using Gartner's Innovation Management Maturity Model Each level of innovation management maturity, from Level 1: Reactive, to Level 5: Pervasive, is defined by the sophistication or maturity of the six dimensions that compose innovation management. Each of the six dimensions has its own maturity scale for Levels 1 through 5. These maturity levels are progressive in that each level builds on the advancements from previous levels. See Table 1 for a summary of capabilities in each dimension at each level of maturity. Table 1. At-a-Glance Innovation Management Maturity Model Maturity Dimension

Level 1:

Level 2:

Level 3:

Level 4:

Level 5:

Reactive

Active

Defined

Performing

Pervasive

Strategy and Intent

Innovation happens in response to immediate business needs or market pressure, often driven by personality or role.

Innovation leaders discuss and combine efforts locally with intent to address strategic issues. Intent is narrowly communicated.

Executives verbalize the importance of innovation, name leaders, and discuss strategic need, objectives and intent.

Innovation is a competency aimed at growth, transformation and cost optimization. There is enterprise-level commitment with well-defined strategy and focus.

Innovation is a core competency and is inherent in strategic planning. The enterprise is known as an innovator and has a defined and well-managed innovation network.


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Maturity Dimension

Level 1:

Level 2:

Level 3:

Level 4:

Level 5:

Reactive

Active

Defined

Performing

Pervasive

Processes and Practices

Ad hoc processes are used in teams or business units. The overall approach is inconsistent and focused on narrow issues.

Teams or business units share good practices, but no enterprise standards or processes are in place. Metrics focus on activity levels.

Methods and tools are formalized and available across the enterprise. Best practices are actively shared. Performance is focused on business results.

Efficient practices and processes ensure innovation results: high participation and performance throughput, rapid decision-making and reliable funding.

Innovation is a business process with well-defined processes, roles, policies and guidelines. Metrics focus on business objectives, improved pace and success rates.

Culture and People

The banner for innovation is carried by a few individuals or a single business unit. Overall culture does not celebrate innovation.

Sponsors exist in key business units. Innovation is valued but hampered by cultural and leadership gaps and barriers.

Employees and business units are encouraged to participate, and formal innovation roles exist. There is high awareness and focus on strategic objectives.

There are opportunities for everyone to participate in innovation, with support from experienced innovators. Innovation is a top-of-mind issue for executive leaders.

Enterprise priorities include hiring creative people, fostering an innovation culture and driving a pervasive innovation mindset through "train the trainer" programs.

Organization and Infrastructure

There is little enterprise support for innovation. Most effort is made by volunteers only. There is no real infrastructure such as idea management or governance.

A few people have innovation expertise, and some innovation initiatives have formed. The need for infrastructure is recognized but not formalized.

Innovation teams provide expert advice to innovators and develop common technology and processes. Funding enables reliable support and infrastructure.

Innovation is well-led by innovation and catalyst teams. Permanent funding enables managed support and infrastructure for distributed innovators and teams.

Innovation has an enterprise owner with methods and practices that are state of the art. Diverse metrics track business, process and cultural success.

Partnerships and Open Innovation

Innovation verbiage exists in sourcing or provider contracts, but little active innovation exists with these partners. Customer innovation is nascent.

Specific expectations are defined for partners to contribute to innovation. Most innovation focuses on enhancements and process changes.

Key partners are engaged and held accountable for contributing innovation as part of services. Customer ideation is active.

Innovation includes active academic, vendor and investment partnerships. Expert and crowd initiatives are used. The design of challenges and participants assures good results.

Multiple open innovation programs are in place. Diverse challenges are crowdsourced with good success. Partners seek out the enterprise for codevelopment.


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Maturity Dimension

Level 1:

Level 2:

Level 3:

Level 4:

Level 5:

Reactive

Active

Defined

Performing

Pervasive

Innovating How We Innovate

Innovators may latch on to new ideas, but there is little stickiness or commitment to repeatable innovation practices.

Teams and business units monitor developments and evaluate new approaches for relevance to local needs.

The core team formalizes the innovation watch and also monitors and communicates case references and best practices.

Incubation, codevelopment, open innovation, experimentation, social practices, and so on are adopted to drive and enhance innovation.

Enterprise is a leader in new methods and practices, including experimentation, entrepreneurship, incubation and R&D.


The degree of emphasis on the six dimensions varies in the lower levels of maturity. Specifically, the first three dimensions — strategy and intent, processes and practices, culture and people — require consistently higher attention through all the maturity levels, while the three remaining dimensions — organization and infrastructure, partnerships and open innovation, and innovating how we innovate — will require less focus in the lower levels of maturity but significantly more attention by Level 3 (see Table 2). Table 2. Dimensions and Relative Importance to Ma turity Dimension

Level 1: Reactive

Level 2: Active

Level 3: Defined

Level 4: Performing

Level 5: Persistent

Strategy and Intent

High

High

High

High

High

Processes and Practices

Medium

High

High

High

High

Culture and People

Medium

High

High

High

High

Organization and Infrastructure

Low

Medium

High

High

High

Partnerships and Open Innovation

Low

Low

Medium

High

High

Innovating How We Innovate

Low

Low

Medium

High

High


Achieving competency in innovation management implies that an enterprise performs at Level 3 or higher maturity in all six dimensions. At Levels 3 and above, most executives believe the levels of activity and commitment are adequately supporting their drive toward managing innovation. An innovation competency further implies that an enterprise can predictably and reliably innovate by: Designing and developing internal and external innovation programs Leveraging knowledge resources in tacit form (human brainpower) and explicit form (designs, ideas, business processes, scientific findings, principles, text, art and so on) Creating or significantly upgrading the enterprise's processes, intellectual property, relationships, services or products Driving creativity and discovery through the use of proven practices drawn from other enterprises and innovation thinkers, as well as unique practices drawn from the enterprise's own experience and continuous pursuit of innovation


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However, achieving Level 3 or higher does not mean that the organization is "finished" evolving its innovation competency, as maintaining the same maturity level also involves constant improvement. Here, we fully define the levels of maturity, including the observed characteristics and improvements required to progress to the next level.

Level 1: Reactive Innovation Management Characteristics The reactive enterprise has recognized the need for innovation but has not mobilized an enduring innovation management capability — the innovators within the organization react to individual opportunities or sponsors in their pursuit of innovation. At Level 1, some teams or departments have initiated innovation efforts in response to a current business need and have demonstrated early innovation success. However, their work is localized — often focused on a narrow or internal business objective — and processes are inconsistent across their enterprise. In short, no substantial enterprise-level resources are focused on innovation, and none of the six dimensions of innovation management are broadly supported and encouraged. Some business value will accrue at Level 1, although it is localized and relatively low. These pockets of innovation are usually not sustainable because of low priority and lack of dedicated support. The banner for innovation management is often carried by a single person or small number of people, and if these advocates and leaders move into new assignments or leave the company, then often their innovation accomplishments and capabilities will dissipate quickly.

Actions for Improvement Advancing from Level 1 requires actively seeking out opportunities for innovation. Align innovation management more closely to business strategy, and focus idea management on explicit business objectives. Create opportunities to seek out and compare ideas and innovations, rather than reacting to ad hoc suggestions. Enlist an influential line-of-business executive to sponsor innovation efforts — use the sponsor to validate your direction and alignment to business objectives, to assist in communicating your successes and guide your planning and actions. Finally, identify key leaders whose innovation management skills and enthusiasm can be channeled into shared processes and practices.

Level 2: Active Innovation Management Characteristics An enterprise that is active with respect to innovation management has some business units or teams that seek out and evaluate innovation opportunities in a coordinated fashion, rather than reacting in an ad hoc manner to current pressures. These teams and departments understand the business focus and have developed processes and practices for their innovation initiatives. Information and practices may be shared on occasion but have not developed into enterprise standards. Open innovation is limited to informally soliciting ideas from customers or providers, and most activity is related to the enhancement of existing processes, services or products. There is, however, no well-stated objective among executive leaders to become an innovative enterprise. Therefore, innovation management is not accepted nor communicated widely, and the outcomes are not yet predictable and reliable. Most funding and prioritization of innovation activity are focused at individual teams and are locally approved. Overall, at Level 2, innovation management still lacks enterprise-level attention and support; therefore, innovation successes are likely to ebb and flow, depending on the quality of local Publication Date: 6 April 2011/ID Number: G00211879 © 2011 Gartner, Inc. and/or its Affiliates. All Rights Reserved.

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leadership, attention and funding authority. Business value will accrue but will vary greatly because of local control and little formal sharing of best practices.

Actions for Improvement To progress beyond Level 2, innovation management needs to be formalized to drive broader collaboration, knowledge sharing, and centralized focus and support. Lobby executive leaders to inject innovation into the strategy, culture, vocabulary and processes of the enterprise. Name an enterprise advocate and sponsor for innovation. Establish a permanent team to develop and coordinate the needed enterprise "shared services" for innovation management: common technologies, central support (moderation and facilitation) of collaboration and communities, and governance for the infrastructure and other shared services.

Level 3: Defined Innovation Management Characteristics A defined enterprise has formalized its approach to innovation with the intent of developing an enduring innovation capability focused on strategic objectives. The opportunities and potential for innovation are understood, appreciated and supported broadly within the enterprise. There is growing use of consistent processes, as well as creative tools and techniques for stimulating innovative ideas and solutions. There is good alignment of the activities of various innovation teams to enterprise strategy and focus areas for innovation. Permanent teams act as catalysts by providing proven advice and guidance to local and distributed innovators (federated groups, incubators, individual innovators or centralized entrepreneurial efforts), and there are technology and infrastructure for managing innovation. Customer and partner innovation are beginning to be formalized and focused. Sponsorship and leadership are in place. Level 3, defined innovation management, is sustainable. While some fervor may be lost if an innovation champion CEO, CIO or other advocate leaves the enterprise, the strength of defined innovation capabilities can endure disruptive changes. Achieving Level 3 is a significant accomplishment. The pieces are in place to manage and sustain innovation in the enterprise. If an important player leaves, then there is enough depth and commitment to carry on and even improve the momentum for innovation. This solid foundation is supported by reliable infrastructure, and people are actively innovating as part of their day-to-day job. At Level 3, even assuming strong executive and cultural commitment to advanced levels, the effort to increase maturity is often more time consuming than achieving Levels 2 or 3.

Actions for Improvement With multiple successful innovations and demonstrated business value, enterprise-level funding should be a goal of innovation management leaders aiming to reach Level 4, rather than continuing to rely on team-by-team or local funding. With shared services, performance measurement and service-level assurance are also needed. To move to Level 4, enterprises must optimize governance and infrastructure to the appropriate mix of local and central control. Support any local control with best-practice forums and expert guidance from the central team until the locals are self-sufficient. Finally, develop, submit and acquire a standing annual budget for ongoing funding of innovation advisors and infrastructure.


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Level 4: Performing Innovation Management Characteristics Level 4 enterprises have developed innovation management into a discipline. Innovation management is planned, funded and championed at the enterprise level, although innovation occurs in many styles of teams or individual initiatives distributed across the enterprise. By Level 4, innovation management is considered a critical business process aimed at growing the business through multiple methods, including but not limited to creating new products, services and processes; achieving step-change improvements in operations through restructuring costs and re-engineering existing processes; and driving significant uplifts in the performance of customers, channels, markets and business models. Reliable sponsorship, leadership, tools and resources are available through core innovation teams, catalyst teams that nurture distributed or federated innovation, and technical infrastructure to support a variety of innovation practices and programs. Culturally, innovation participation and attention are expected from all employees. External sources such as strategic partnerships and university or venture capital investments are planned to be a continuing part of the innovation management process. Infrastructure and governance are "rightsized," and activities are driven by business strategy. At this level, it's important and possible to monitor and measure processes and to take effective actions where innovation appears to not be working effectively. Implementing this level of innovation management requires reliable program/project management and product/service development. At Level 4, innovation management is reliable, predictable and "comfortable." Processes are defined, socialized and continually improved, and best practices are shared among applications. Expertise is accessible across the enterprise. Innovation is visible and important enough that its contribution to brand value is communicated and marketed. Finally, where stand-alone innovation programs exist, infrastructure can be rationalized to the optimal mix of central versus local support.

Actions for Improvement To achieve Level 5, the enterprise must skillfully manage cultural and behavioral change, and the integration and diffusion of an innovation mind-set throughout the business. In the majority of enterprises, such enterprisewide change requires substantial time and effort to reach full maturity and adoption. Therefore, moving from Level 4 to Level 5 may require years. Another key goal is to raise the stakes from following best practices to trailblazing "next practices." To help focus these activities, formalize innovation management by naming and empowering a person (perhaps with a chief innovation officer title) to fill the executive role of overseeing the firm's innovation programs. Finally, a full portfolio of collaborative, community, idea management and other required support should be scaled up to enable open innovation on an extended enterprise scope and scale.

Level 5: Pervasive Innovation Management Characteristics At Level 5, innovation is pervasive. It is integrated into the overall strategy, planning and management of the enterprise — innovation is a habit. New hires are oriented to innovation as part of "what we do here and how we do it." Creativity, innovation and managing intellectual assets are business objectives for all major enterprise initiatives. Specifically, strategic planning


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includes expectations for business growth (revenue, markets, customers, partnerships) through new capabilities, services, products and intellectual capital. Innovation management is the primary tool of business growth, brand value and operational optimization. Funding and resources are proactively assigned to drive entrepreneurship, business growth and value creation through innovation. Knowledge and intellectual capital are wellmanaged and highly leveraged assets, enabling multiple, successful open innovation programs. The enterprise is continually evaluating its own innovation effectiveness and experimenting with fundamentally new approaches in tools, practices, process, structure, partnerships and more. Innovation management processes have been refined to world-class levels based on the results of the continuous improvement of innovation practices and benchmarking with other enterprises and innovators. IT support for innovation is implemented as an integrated environment that enables people and collaboration, automates workflow, provides tools to improve quality and effectiveness, and ensures the enterprise can rapidly adapt its innovation processes when needed. Finally, human infrastructure such as innovation governance, expert advisory support and best-practice sharing are managed by a mature matrix team.

Actions for Improvement Even in the most mature organizations, change and business disruption will often result in decline on the maturity scale — enterprises cannot simply maintain what is in place and retain their maturity level. Level 5 enterprises should monitor trends in innovation practices, technologies and processes, as well as take advantage of innovations in how to innovate. Ensure that innovations by customers, partners and employees are broadly shared. Ensure that employees "see what customers are seeing" and "know what partners know" as a way to inspire innovation. Level 5 enterprises also apply their own innovation expertise to create new, industry-leading approaches to innovation.

Summary Recommendations A maturity assessment is the starting point for developing or refining an innovation management competency. An assessment enables enterprises to understand their current state, identify their target state and define the actions needed to progress to the desired levels of competency. CIOs and innovation leaders should use the Innovation Management Maturity Model to regularly conduct an assessment of innovation maturity using a three-step process: Assess, evaluate and communicate the overall innovation performance for the enterprise. Ensure that executive management and business unit leaders know the state of innovation — what's going right and what's languishing. Collaborate with executive management and business leaders to determine the desired and the appropriate levels of innovation maturity for the enterprise. Work to develop an enterprise view of the role and importance of innovation management — remember that the response may be that innovation is not a priority. Use in-depth assessments to justify any recommendations for actions and to justify funding for the needed level of support.

RECOMMENDED READING Some documents may not be available as part of your current Gartner subscription. "Managing Innovation: A Primer, 2009 Update"


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"Driving the STREET Process for Emerging Technology and Innovation Adoption" "What a World-Class IT Innovation Charter Should Contain and Why You Need One" "Use Innovation Network Design to Unleash Open Innovation" "Who's Who in Innovation Management Technology" "Roundup of Innovation Research" "Innovation Metrics Workbook: Business Objectives and More" "Mastering the Hype Cycle: How to Choose the Right Innovation at the Right Time," Jackie Fenn and Mark Raskino, Harvard Business Press, 2008

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Kathy Harris a Maturity Model for Innovation

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