The Innovation Management Model Nº 517752-LLP-1-2011-1-ES-LEONARDO-LNW

1. The Innovation Management Model Nº 517752-LLP-1-2011-1-ES-LEONARDO-LNW

2. Aims and Objectives Vocational training centres and, in general, most small and medium-sized companies do not have tools or systems that enable them to manage innovation effectively. Their management systems are geared more towards tackling the tasks that represent their day-to-day work rather than creating time and resources for forward planning to enable them to work on innovative projects. Responding to this widely recognised systemic deficit, the headline aim of the RAINOVA project is to encourage the development of innovation systems for the regions represented by the project partners. Sponsored by the European Commission, the RAINOVA project has the ambition to generate at least the following innovative outcomes: Establishing interlinked Regional Innovation Networks, bringing together key European actors involved in innovation and knowledge transfer in order to meet the objectives of the Europe 2020 Strategy. Creating an Innovation Management Model, providing both a climate and culture for effective transfer of knowledge. Initiating Innovation Observatories, providing the necessary support for the members both to promote new innovations and benefit from them, as well as a management process for developing and exploiting the results of innovation projects, which will help to bring about more flexible, demand-led VET systems. 2

3. The Innovation Management Model According to the general planning of the project, WP8: • Starts: December, 2012 • Ends: October, 2014 • 25 months for its development 3

4. The IMM General ideas Some questions we have to answer ,… • What is an Innovation Management Model? • Who is the Rainova Model for? • Why do we think a new model is needed? • In which way will our model be different? • What do we understand by Innovation Management? • What is the initial hypothesis? • Which are the parts / elements that make up a Management Model? • … 4

5. 6. What is the initial hypothesis? All kind of organization can be innovative: • Being aware about what is happening • Using this information to develop new ideas, processes and products (normally through the development of innovation projects,…) • Adding value to the customers in a continuous way • Designing an open organization • Getting employees that think beyond organizational limits 5

6. How to implement the Model in different types of organizations? A Framework for the IMM IMM “Rainova” = (Standard Model + Adapted Model) + Diagnostic Tool + Assessment / Reflection Tool Standard Model Diagnostic Tool + Assessment/Reflection Tool Diagnostic Tool + Assessment/Reflection Tool Adapted Model Adapted Model 6

7. The Rainova Management Model of Innovation is a tool designed to facilitate, at any kind of organization, a better and clearer understanding of innovation management. • Hence it provides a framework of the factors that favour the generation of innovative organizational context (culture of innovation), as well as of the processes that make innovations possible to obtain and their social and economic use (systematic innovation). • These elements, "culture" and "systematics"make up what we call “The STANDARD MODEL" 7

8. The Rainova Management Model of Innovation also allows organizations to design their own model of innovation management, suggesting a large number of tools, methodologies, good examples and practices that can be used to achieve the objectives. • This part of the model is called “The ADAPTED MODEL" 8

9. Standard Model = Systematic Part Set of processes that make innovation possible to obtain + Contextual Part Set of factors that favour the generation of innovative organizational context Standard Model Diagnostic Tool + Assessment/Reflection Tool Diagnostic Tool + Assessment Reflection Tool Adapted Model Adapted Model 9

10. The Systematic Part The Standard Model • MACRO-PROCESS OF INNOVATION MANAGEMENT • PROCESSES / ROUTINES FOR INNOVATION (Identification / Description / Development) • PROCESSES AND ROUTINES IN ACTION (Tools and Methodologies) A Innovation Macro-Process 10

11. The Contextual Part (Culture for Innovation) The Standard Model • CULTURE FOR INNOVATION – ENVIRONMENT FOR INNOVATION • FACTORS THAT DETERMINE AN ENVIRONMENT FOR INNOVATION (Identification / Description / Development) • CULTURAL FACTORS IN ACTION • (Tools and Methodologies) Contribution Shared ambitions Inner reference and focusing Talent Management Creative tension Long term vision Speed and diligence Adaptability and flexibility …………….. Cultural factors 11

12. The Standard Model Connections between its parts (systematic / contextual) • Relation between Processes and Routines • Relation between Cultural Factors • Relation between Processes and Cultural Factors • Graphical Representation of the Management Model and its elements 12

13. Adapted Model = Set of Tools + Set of Methodologies + Set of Good Examples and Practices Standard Model Standard Model Standard Model Diagnostic Tool + Assessment/Reflection Tool Diagnostic Tool + Assessment/Reflection Tool Diagnostic Tool + Assessment Reflection Tool Adapted Model 13

14. Set of tools, methodologies, best examples, good practices. The Adapted Model 14

15. Standard Model Diagnostic Tool A tool that measures the organizational innovation management level (starting point) + Assessment / Reflection Tool Standard Model A tool that measures the organizational innovation management level (starting point) Diagnostic Tool + Assessment / Reflection Tool Adapted Model A tool for the continuous assessment and reflection on the “goodness” and consistency of the measures taken and the results obtained Adapted Model 15

16. Assessment according to the Model Diagnostic Tool and Assessment Tool • ASSESSMENT ACCORDING TO THE MODEL (Initial / Interim / final): • Criteria for assessing the initial situation of an organization, in terms of innovation management (baseline) • Rules for evaluating the "goodness" of approaches and deployments in the management of innovation (what we do and how we do it) • Rules for evaluating the "goodness" of the results of innovation management (what we get) • INNOVATION INDICATORS WITHIN AN ORGANIZATION: • The Innovation Scoreboard (a proposal of innovation indicators) 16

17. PARTNERS 17

18. INNOVATION SCOREBOARD(a proposal of indicators) • PERCEPTION measures: • Customer results: • Image, reputation • Innovativeness • Design innovation, Technological innovation, Innovation in service concepts • Quality, value, reliability, delivery and environmental profile of new products and services • Design innovation • … • People results: • Opportunity to learn and achieve • The management of innovation • Innovation culture and leadership for innovation • Innovation strategy • A working environment of trust and the recognition of innovative attitudes • … • Society results: • Provider of innovation solutions for the benefit of society • Involvement in the communities where it operates • Promoter of innovations to local business network • … • PERCEPTION measures: • Key performances outcomes: • · Financial outcomes may include: • Percentage of sales with products/services younger than “x” • years/months • Income derived though the assignment of patents • Profits obtained through products and services developed over the last “x” years • … • · Non-Financial outcomes may include: • Growth in market share • Time to market • Innovation success rates • Time taken to renew “x”% of the organisation’s portfolio of products and/or

19. INNOVATION SCOREBOARD(a proposal of innovation indicators) • PERFORMANCE indicators: • Society: • Standard setting • Adoption of innovation • Impact on work life / environment / safety • … • Key performances indicators: • · Financial: • Project cost • Innovation return on investment • Target cost achievement • … • · Non-Financial: • Innovation performance, assessment • Degree of deliverables achievement at milestones • Average project duration • Information • PERFORMANCE indicators: • Customer: • Numbers of customer accolades and nominations for awards relative to innovation (image) • Press coverage relative to innovation (image) • Innovation in designs (products and services) • Time to market • … • People: • Involvement in innovation activities • Recognition and reward for individuals and teams for innovation ideas • The development of competencies and/or the acquisition of knowledge which favour innovation and facilitate an entrepreneurial character • Incorporating people with new, innovative and multidisciplinary competencies • into the organization • …

20. Assessment/reflection tool,… To assess or self-assess approaches and deployment of innovation management in an organization (ENABLERS): • The APPROACH: • Must be well-founded. That is: • · Has a clear logic • · Have defined processes or routines • · Focus on the needs of stakeholders • · It has been perfected over time • It must be integrated. That is: • · Supports innovation policy and strategy of the organization • · Is properly integrated with other approaches, as appropriate • The DEPLOYMENT: • Must be implemented. That is: • · The approach in question, is in place in the relevant areas • Must be systematic. That is: • · The approach is implemented in a structured and timely fashion, and is able to handle changes in its environment, if necessary • ASSESS, REVIEW and REFINE: • Measurement. That is: • · Efficiency and effectiveness of the approach and deployment are periodically measured • · The measures selected are appropriate • Learning and Creativity. That is: • · Learning is used to identify internal and external best practices and opportunities for improvement • · Creativity generates new or modified approaches • Improvement and Innovation. Are to say: • · Measurements and learning are used to identify, prioritize, plan and implement improvements • · The result of creativity is evaluated, prioritized and used

21. Assessment/reflection tool,… To assess or self-assess innovation performance of an organization (RESULTS): RELEVANCE AND USEFULNESS: SCOPE AND RELEVANCE: The scope of the results: • Addresses the needs and expectations of relevant stakeholders • Consistent with the strategy and support policies • The key results are identified and prioritized • The relation among the relevant results are understood INTEGRITY: • The results are timely, reliable and accurate SEGMENTATION: • The results have been appropriately segmented PERFORMANCE: TRENDS: • The trends are positive, and / or the performance is good and sustained OBJECTIVES: • Have been established for key results • Suitable • Are achieved COMPARISONS: • Key results are compared • Are suitable • Are favourable CAUSES (causation): • We understand the relationship between the results obtained and the approaches employed • According to the evidence obtained, there is confidence that the performance remains positive in the future

22. WHAT DO WE UNDERSTAND BY OBSERVATORY? • We are not talking about a technological platform, although the observatory makes use of it,... • When we talk about the Observatory, we are talking about a FUNCTION, an ACTIVITY, a SERVICE that, the Rainova future network will offer its members, as well as any other individual or institution. About the OBSERVATORY ,… (1)

23. HOW DOES IT WORK? • The regions represented in the RAINOVA project, will carry out monitoring related with the objectives of the future network (innovation at regional levels and innovation at organizational levels) • From the regions, and following a set of criteria to: • Identifying relevant information (sources) • Selecting information • Analysing data • Handling data (information format) • Filter the most relevant data according to the members of the network, and other interested audiences • This information resulting from each region is published in: About the OBSERVATORY ,… (2) • The Rainova Intranet • The Web of Rainova • In our own media (newsletters / guidelines / manuals,...) • It’s channeled through other media, ...

24. Some objectives of the RAINOVA Network • To update the survey on regional innovation systems. • To disseminate, improve and evolve the innovation management model. • To enable future projects regarding regional innovation systems. • To serve as a guide and inspiration to all stakeholders that conform the regional innovation systems. • … closely related to WP5 About the RAINOVA Network