Agile innovation Blog Evaluation: measures & KPI's Processes

New year, new evaluation

We have already wished us a happy and innovative year 2023. Why don’t we start with a new quick assessment questionnaire of our innovation capacity and culture?

The evaluation or self-assessment aims to determine the situation in which a company or organization is, regarding its innovative culture and capacity for innovation. We base ourselves on the following innovation process model:

We consider innovation management to be a continuous and iterative process. We represent it as a continuous flow of projects and programs and open to the outside. It is supported by four support threads, indicated at the bottom of the graph. And it is conditioned by two factors internal to the organization (its innovative culture and its vision/strategy for the future) and two external factors (its competitive environment and its economic and social environment). For more information see:

How to perform the test?

The questionnaire is structured into 12 statements that must be answered according to what is indicated on the questionnaire sheet.

Each statement can be rated from 0 to 5 according to the criteria indicated. What is valued is the adequacy of the statement to the current reality in your company or organization. Do not use values above 5 or negative because they will not be taken into account and will be valued as blank.

The results of the assessment will be more accurate to reality if the assessment is carried out by more than one person. If possible several from the same organization in different positions and situations. Up to 10 participants can respond and the result will be the average of the individual responses.

For the cases of multiple participants, the “standard deviation” of the marked values is indicated for each question. The higher the deviation indicates that the greater the dispersion between the valuations. Perhaps a second assessment should be done. Logically the dispersion is 0 if all the participants have put the same value.

We recommend making the assessments separately and individually so as not to influence others and then entering the results in the table.

Results analysis.

Values between:

54

60
Excellent. More than 90% of organizations would be below their value. However, we can still improve some issues, look at the weakest axes.
42 – 54Very good. The organization has already made the main effort and is in a good position to continue improving processes and results. Deepen and improve on the lowest value axes.
30 – 42We are on track but there are areas for improvement. Refine processes with low values, with the help of measurements and indicators. Innovation is worth it and will pay off the effort in results and future sustainability.
< 30We still have many areas to improve. But it seems that there is a commitment and perhaps it is worth reconsidering the issue of innovation and how we have it structured. See the overall approach to the process and develop in principle the areas with lower values. The first results give strength to continue improving.

Of the same or more importance than the values obtained, which represent a snapshot of the current situation, are the individual and group reflections that this exercise may have provoked.
It would be important to draw the conclusions and actions that could have been developed in the course of these reflections, comments and open discussions.

Finally, it should be noted that these results will not come from an evaluation made by professionals, but from the individual perceptions of the participants at the time of the responses. They can be approximated to reality, but evaluation work would have to be carried out on the ground, with documented verifications and through interviews, in order to arrive to a more objective results.

Author

Francesc Guell is the owner of this site. He was CEO and director of international companies in specialty chemicals and pharmaceuticals. The last 12 years was associated with international consulting groups, providing advice and support to businesses on topics such as innovation and agile innovation processes, operational excellence, knowledge management, change management, strategy and integrated business management. Currently creates and presents courses and workshops on these topics. He graduated as a chemical engineer, postgraduate from ESADE Business School in Business Administration and Master in Knowledge Management. He participated in numerous programs, seminars and ESADE, IESE, EADA, APD and MCE (Management Centre Europe). He is author of articles, presentations and courses on innovation in strategic management, integrated business models, knowledge management, performance measurement, change management and excellence in business processes. See more in: Professional Profile

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