The document describes research on developing a framework to assess organizational innovation capability. It involved analyzing literature to identify innovation capabilities, developing a model (ICMM) to assess capabilities, and refining the model using topic modeling and case studies. The topic modeling provided insights into capability themes and interrelationships. Case studies applied the model and identified strengths, weaknesses, and opportunities for different organizations. Participants found the approach useful for discussion, prioritizing improvement efforts, and gaining commitment to those efforts.

2. H E Essmann
Study Leader: Prof. Niek du Preez

3. • Complex environment
• Conflicting process requirements
• Conflicting/diverse competencies
• Conflicting ways of thinking
• High levels of uncertainty
• Measuring the intangible/inconceivable
• etc.

4. • Develop a framework for organisational
Innovation Capability
– Clarify complexities and conflicts
– Identify the requirements
– Describe progressive levels of capability
– Enable the assessment of innovation capability
– Provide basis for an improvement methodology

5. Product
Innovation
Incremental
Radical &
Innovation & Process
Green Fields Operate Optimise Disruptive
Continuous Innovation
Innovation
Improvement
Competitive
Strategy Enterprise
Innovation
Operate
EFQM, CMMI, 6σ, TQM, TOC, ICMM &
Innovate
JIT, Lean Principles, etc. Improvement Methodology
Innovate

7. • ICMM v1 Case Study findings:
– Comprehensive content
– Relevant representation of innovation capability
maturity progression
– But, assessment procedure laborious and
impractical (239 detailed questions)
– And improvement methodology based on
assessment results still required

8. ± 650 Documents 91 Core documents
81 Critical Documents 10 Frameworks
• Objective: Innovation Capability Corpus Innovativeness Constructs
– Improve ability to utilise model Innovativeness Construct
Corpus Analysis with CAT Mapping
– Collocations expressions
LDA Maintain comprehensiveness
Regular
Construct items
Set
ICMM v1
stop list & Total: 8193 Total: 3567
# topics
Freq. > 30 & Freq. > 4 & IC
Mapping
IC relevance relevance
Evaluate Manual Interpretation process
LDA output
Identified
Filtered: Filtered:
“Innovation
202 216
Core “Innovation
Evaluate Capabilities”
Capabilities” &
topics
potential gaps
Categorisation Categorisation
Consolidation
Themes, correlations & structure
ICMM v2
of Activities
of innovation capabilities

9. • LDA-based topic modelling of corpus
– Provide impartial perspective of the Innovation
Capability landscape
– Describe different themes/topics
– Describe interrelations and hierarchy
– Comparison with ICMM v1 & other refinement
activities

12. 5. Integration, Synergy & Autonomy
3. Formalisation & Predictability
1. Ad hoc & Limited
Internal External
Explore & Converge
Portfolio Management
Innovation
Process
Consolidate & Exploit
Innovation Capability Construct
Process Control & Risk Management
Discover & Absorb
Knowledge &
Consolidate
Competency
Core Competency & Technology
Innovation Strategy & Leadership
Structure & Infrastructure
Organisational
Environment & Climate
Support
Resources & Measurement
Organisational Construct

13. • Example:
IP/SO1:
Scanning & exploring for
latent opportunities
Level 1: Level 3: Level 5:
Extrapolation of past Formalised practices for Future-oriented and
scanning institutional

14. 5. Integration, Synergy & Autonomy
IP/SO1
L5
3. Formalisation & Predictability
IP/SO1
L3
1. Ad hoc & Limited
IP/SO1 Internal External
L1
Explore & Converge
Portfolio Management
Innovation
Process
Consolidate & Exploit
Innovation Capability Construct
Process Control & Risk Management
Discover & Absorb
Knowledge &
Consolidate
Competency
Core Competency & Technology
Innovation Strategy & Leadership
Structure & Infrastructure
Organisational
Environment & Climate
Support
Resources & Measurement
Organisational Construct

15. 5. Integration, Synergy & Autonomy
3. Formalisation & Predictability
1. Ad hoc & Limited
Internal External
Explore & Converge
Portfolio Management
Innovation
Process
Consolidate & Exploit
Innovation Capability Construct
Process Control & Risk Management
Discover & Absorb
Knowledge &
Consolidate
Competency
Core Competency & Technology
Innovation Strategy & Leadership
Structure & Infrastructure
Organisational
Environment & Climate
Support
Resources & Measurement
Organisational Construct

17. • Networker
• Coordinator
• Builder
• Anthropologist
• Leader

18. 5. Integration, Synergy & Autonomy
IP/SO1
L5 NETWORKER
& LEADER
3. Formalisation & Predictability
IP/SO1 ANTHROPOLOGIST
BUILDER &
L3
1. Ad hoc & Limited COORDINATOR
IP/SO1 Internal External
L1
Explore & Converge
Portfolio Management
Innovation
Process
Consolidate & Exploit
Innovation Capability Construct
Process Control & Risk Management
Discover & Absorb
Knowledge &
Consolidate
Competency
Core Competency & Technology
Innovation Strategy & Leadership
Structure & Infrastructure
Organisational
Environment & Climate
Support
Resources & Measurement
Organisational Construct

19. Gap Results
Analysis workshop
Analysis &
Processing
verification of
of responses
findings
Evaluate Plan Development of
Evaluation
improvement
workshop
plan
Project
Evaluation
portfolio
planning
workshop
Improve
Portfolio & project management
Ad hoc  Formalise  Institutionalise
“Practice and Play”

20. • Facilitated session
• Questionnaire-based
– General information
– Role
– Once-off maturity rating
– 42 requirements
• Workshop-type discussion after completion

21. Overall
Innovation
Capability Maturity
Levels of aggregation
Innovation
Capability Areas
(3)
Innovation Capability and
Organisational Construct Items
(11 + 6)
Innovation Capability Requirements
(42)
Other
Participant-based Role-based
(management, no. years, etc.)
Perspectives

22. • Roles-based & aggregated normalisation
Parameter Parameter Parameter
Set 1 Set 2 Set 3
Capability
Participants Roles Constructs
Requirements

23. • 5 Case Studies
– Innovation Management consultancy
– Innovative insurance products
– Underwriting consultants for Financial Services
– Client Services of major insurance provider
– Public relations and communications provider

24. Understanding the market
Involving customers & suppliers in the innovation process
Identifying opportunities
5 Developing concepts
Scanning & exploring for latent opportunities
Contextualising opportunities & concepts
Testing, screening & prioritising opportunities & concepts
Substantiating, implementing & exploiting opportunities
Planning & coordinating the innovation portfolio
Allocating resources appropriately
Balancing the innovation portfolio
4 Using appropriate project management techniques
Innovation Capability maturity rating
Identifying and planning for key decision points
Using fundamental principles to guide process & make decisions
Reducing uncertainty & mitigating risk
Establishing knowledge, competency & technology development & acquisition strategy
Continuous research
Identifying & extracting relevant information
Capturing, storing & retrieving data & information
3 Managing core competency & technology
Developing & acquiring the required competencies & technologies
Establishing intellectual property management & sharing policy
Managing intellectual property
Ensuring supplier competency & technology supports requirements
Managing tacit knowledge
Formal & informal internal networking & collaboration
Formal & informal external networking & collaboration
2 Developing & conveying innovation strategy & objectives
Organisational values & policies
Organisational practices & procedures
Championing & encouraging innovation
Investment in innovation & sourcing of capital
Providing the necessary resources
Infrastructure, systems & tools to support process & management requirements
Developing flexible & adaptable organisational structure & infrastructure
1 Creating cross-functional & multidisciplinary teams
Communication & the flow of information
0.0 0.2 0.4 0.6 0.8 1.0 1.2 1.4
Motivating, rewarding & celebrating success
Hiring & aligning people's values & skills with organisation & task
Std. dev. between respondents
Measuring innovation
Meta-Innovation
Benchmarking innovation

25. 5
Non-consensus
Communication & the flow of information
Hiring & aligning people's values &
skills with organisation & task
Continuous research
Innovation Capability maturity rating
LEVERAGE
4
Managing tacit knowledge
Identifying opportunities
Organisational values & policies
Creating cross-functional &
multidisciplinary teams
Understanding the market
Strengths
CLARIFY
3
2
Organisational practices &
Weaknesses Allocating resources
procedures
appropriately
WEAKNESSES
Testing, screening & prioritising Developing & conveying innovation
opportunities & concepts strategy & objectives
Investment in innovation & sourcing of capital Managing intellectual property
1
0.0 0.2 0.4 0.6 0.8 1.0 1.2 1.4
Std. dev. between respondents

26. Role-based normalised Participant perspective
perspective

27. 3.3
3.1
2.9
Weighted average maturity level
2.7
2.5
2.3
2.1
1.9
1.7
0.0 0.2 0.4 0.6 0.8 1.0 1.2 1.4 1.6 1.8 2.0
Difference from organisational roles profile
Overall average rating Innovation Process rating Knowledge & Competency rating
Organisational Support rating Original overall weighted average rating Original Innovation Process rating
Original Knowledge & Competency rating Original Organisational Support rating

28. 3.5
CS2: Innovation management
3.0 consulting firm - small
Overall average rating
2.5
CS3: Basic, convenient and
innovative insurance products
2.0 - small
CS4: Underwriting
1.5
Consultants for Financial
Services - small
1.0
CS5: Insurance provider -
large
0.5
CS6: Public relations and
0.0
communications - small
0.0 1.0 2.0 3.0 4.0
Once-off overall rating

29. 1.20
Std. dev. between requirements (weighted
CS2: Innovation management
consulting firm - small
1.00
CS3: Basic, convenient and
0.80
innovative insurance products -
small
ave.)
0.60
CS4: Underwriting Consultants for
Financial Services - small
0.40
CS5: Insurance provider - large
0.20
CS6: Public relations and
0.00
communications - small
0 50 100 150 200
Organisation/business unit size

30. Understanding the market
Involving customers & suppliers in the innovation process
Identifying opportunities
5 Developing concepts 5
Scanning & exploring for latent opportunities
Contextualising opportunities & concepts
Testing, screening & prioritising opportunities & concepts
Substantiating, implementing & exploiting opportunities
Innovation Capability maturity rating
Planning & coordinating the innovation portfolio
Allocating resources appropriately
Balancing the innovation portfolio
Innovation Capability maturity rating
4 Using appropriate project management techniques
4
Identifying and planning for key decision points
Using fundamental principles to guide process & make decisions
Reducing uncertainty & mitigating risk
Establishing knowledge, competency & technology development & acquisition strategy
Continuous research
Identifying & extracting relevant information
Capturing, storing & retrieving data & information
3 Managing core competency & technology
3
Developing & acquiring the required competencies & technologies
Establishing intellectual property management & sharing policy
Managing intellectual property
Ensuring supplier competency & technology supports requirements
Managing tacit knowledge
Formal & informal internal networking & collaboration
Formal & informal external networking & collaboration
2 Developing & conveying innovation strategy & objectives
2
Organisational values & policies
Organisational practices & procedures
Championing & encouraging innovation
Investment in innovation & sourcing of capital
Providing the necessary resources
Infrastructure, systems & tools to support process & management requirements
Developing flexible & adaptable organisational structure & infrastructure
1 Creating cross-functional & multidisciplinary teams
1
Communication & the flow of information
0.0 0.2 0.4 0.6 0.8 1.0 1.2 1.4 0.0 0.2 0.4 0.6 0.8 1.0 1.2 1.4
Motivating, rewarding & celebrating success
Std. dev. between respondents Hiring & aligning people's values & skills with organisation & task
Measuring innovation
Std. dev. between respondents
Meta-Innovation
Benchmarking innovation
• Public Relations & Communications • Client Services of Major Insurer
• 13 Employees • 160 Employees (in business unit)

31. • Model validity
– Strengths and weaknesses confirmed as accurate
– Respondents confident in pursuing recommendations
• Identified benefits
– Discussion between participants
– Clarify different perspectives
– Common understanding of strengths and opportunities
– Relevant and prioritised plan for improvement
– Achieve buy-in

32. • Qualitative vs. quantitative (mechanistic)
• Future collaboration
• Future research