This document provides an overview of the Center for Innovation Management Studies (CIMS), a global research center focused on innovation management. Some key points: - CIMS was founded in 1984 and is based at NC State University. It includes around 100 subject matter experts and conducts research to develop tools and frameworks to help companies better manage innovation. - CIMS' main framework is the Innovation Management Maturity Assessment (IMMA), which assesses companies' innovation management capabilities across 5 levels of maturity. It addresses areas like idea management, organization/culture, and more. - CIMS has worked with over 70 companies using the IMMA. It provides a "heat map" output to visualize strengths and weaknesses.

1. A Global, Virtual, Industry-University Research Center,
Located at NC State University
1
The Center for Innovation
Management Studies
(CIMS)
The Leading Authority on
Innovation Management

2. 2
What is CIMS?
An university-based, industry-sponsored, global research
center focused entirely on the management of innovation:
• Founded at Lehigh University in 1984 with NSF funding via I/UCRC Directorate and
IRI partnership, the first funded center with such a focus on innovation
• Early 1990’s graduated I/UCRC – self-funding since
• Moved to NCSU Poole College of Management in 2000
• ~ 100 subject matter experts at 60 universities across the U.S. and 19 industry &
academic fellows
• Industry members include both large and mid size companies who depend on
their capacity to innovate
 3 Levels of Membership and Benefits Available
Uses research findings to develop and provide industry with:
• Tools for assessment and benchmarking IM capacity
• Executive education and other courses to teach and strengthen IM capabilities
Together, CIMS forms an open innovation ‘ecosystem’ that helps sponsoring companies
save money and accelerate solutions to their toughest business problems.

3. 3
CIMS Mission: Help companies innovate
Most companies today are “stuck in
incrementalism”:
• Portfolios are full of more projects than they
can handle
• Proportion of projects are derivative
products -- good for “continuous
improvement” only
• Innovation is viewed as “too risky”
• Results in no competitive advantage
WHY?

4. 4
CIMS Mission: Help companies innovate
1. “De-risk” innovation for companies
2. Provide a systematic process and
comprehensive toolkit to quantify business
opportunities (CIMS System for Industrial
Innovation)
3. Invest in a powerful and reliable big data
analytics infrastructure
4. Give companies access to this infrastructure
5. Raise the discussion to the top of the
organization
HOW?

5. 5
CIMS Mission =
Industry Solutions
•Research business
problems
•Convert findings:
 Processes
 Tools
 Information
Assist firms who are in
need of improving their
capacity to manage
innovation
•Listen to companies
APPROACH
Is your company’s growth
propelled by INNOVATION?
 INNOVATION IS EMBRACED BEYOND R&D.
 INNOVATION IS MANAGED ACROSSED ALL
FUNCTIONS.
 INNOVATION IS TAUGHT AT ALL LEVELS.
 INNOVATION IS MEASURED ON A REGULAR
BASIS.
The leading authority on innovation management.
The Center for Innovation Management
Studies (CIMS) is the nation's leading
authority for innovation management. Over
31+ years of research and proven tools for
how innovation can be learned, managed
and measured in your company.
See why some of the largest companies in
the world are CIMS members.
How does your company measure up?
Find out be contacting CIMS to take the
FREE assessment.
On the web: cims.ncsu.edu
Call us: 919.513.0166
By email: mgrainger@ncsu.edu

6. A Framework to
Manage Innovation
The Center for Innovation
Management Studies
(CIMS)

7. 7
NEWS FLASH: Innovation Can Be…
Some feel ‘Innovation’ is just an
idea and that it cannot actually
be achieved, but is rather a
stroke of luck.
Stated differently,
‘It’s a pie in the sky ideal…’
Taught Learned
Practiced Measured
And…

8. 8
Innovation
can be
Managed!
But Managing innovation isn’t easy, it
takes work and dedication and a
fundamental understanding of what it is
that one is managing.

9. 9
“How To” innovate can be a difficult and
complex
To get ahead of the pack, managers at
leading companies are asking:
• How can we move beyond producing only
incremental products and create more radical
innovations?
• Which emerging technologies have the potential to be
disruptive and generate breakout financial results?
• Are there adjacent markets where we can leverage
existing platforms?
• What internal capabilities do we need to be successful
innovators?

10. 10
A Firm’s Competitive Advantage =
‘Innovation Orientation’ of top management
and its leadership skills
 Strength and character of the corporate culture
 Innovative ability of the company to differentiate itself at
three levels:
I. Product or Service
II. Process
III. Business Model
 Development of unique resources and skills which form core
competencies
Taken from Enduring Success: What top companies do differently , 2007, Bailom, Matzler, and
Tschemernjak.
Impacts:

11. 11
Unfortunately many managers may
be better at controlling costs
• Companies have invested considerable resources and
energy in becoming leaner and more nimble
• The quest for productivity, quality and speed has launched a
number of management tools: TQM, Lean, Six Sigma,
Outsourcing, etc.
• Senior management is frustrated by their inability to translate
gains into sustainable, profitable growth
• The products and services of these firms are indistinguishable
Bit by bit these tools have taken companies
away from viable competitive positions

12. 12
Enter the CIMS IM Framework
Management Dimensions:
• Strategy
• Organization & Culture
• Process
• Techniques & Tools
• Metrics
Core Competences:
• Idea Management
• Market Management
• Portfolio Management
• Platform Management
• Project Management
Levels:
• Firm
• Industry
• Macro-environment
Levels: Areas which innovation takes place. CIMS primary
research focus has historically been at the ‘Firm’ Level.
Core Competences: Competences are NOT processes. They
are the basic capabilities of innovation. It is management’s job
to ensure an organization learn and master each of these.
Management Dimensions: Management activities required to
build strong, durable innovation management capabilities.
Each dimension cross-cuts each IM Competence.
Note: Competences & Dimensions, when considered
holistically, provide a complete and integrated system for
helping organizations get results. Improve and Manage their
Innovation.

13. 13
Fast Facts: CIMS IM Framework
CIMS IM Framework:
 Based on 25+ years of CIMS research and the general IM body of
knowledge.
 Created in 2005, with several NCSU Researchers and Graduate
Students, authored by Paul Mugge, reviewed and validated by
industry representatives and CIMS Fellows.
 All CIMS Research, Tools, Assessments and Center Activities are
mapped back to the Framework to ensure future.
 Created in a Cube - to provide a visualization model illustrating
the integrated and dependent approach.
 Commonly referred to as the CIMS Cube.
 Provides a systematic approach to thinking about and
managing innovation.
 Approach breaks the elements down into consumable
pieces for learning, practicing, measuring, improving and
managing.

14. 14
The Basis of the “Cube”
Probably the best thing the CIMS IM Framework provides
is a common language for thinking, talking, and DOING
innovation. Professor Richard Kouri, NCSU
Points to remember:
• The Innovation Management Framework is a way to organize
your thinking about how to manage innovation.
• It isn’t the only way, but it is a way.
• It is built upon an enormous body of knowledge – not just CIMS,
but the current understanding of the specific skills and disciplines
that need to be mastered in order to generate breakthrough
results in business performance.

15. 15
Idea Management is the ability of a firm to effectively identify,
assimilate, and qualify information regarding new technologies
that can lead to highly differentiated products and services.
Ideas about possible market opportunities
made feasible by new technology is the
point where breakthrough innovation begins
Activities: Opportunity
Recognition, Idea Development,
Tech Mining, Boundary Spanning,
Applied Research, Collaboration
with Early Adopters/Scientific
Centers, etc.
Take a self-guided, interactive tour of the CIMS
Framework, from any of the main pages of the CIMS
site by clicking on the image of the Cube!
Interact with the CIMS IM Framework

16. 16
 Unsure of core competencies
 No entrepreneurial culture
 Lack a ‘market orientation’
 Few tools, skills or little training for this
new environment
Source: Enduring Success: What top companies do differently.
Bailom, Mattzler, and Tschemernjak, Palgrave Macmillan, 2007
Based on interviews with 1100 companies
spanning 11 years
Why the Reticence to Innovate …
and CHANGE?

17. 17
Organization & Culture is a key
management lever for innovation and change
Culture is the common language and background of how things get done. It is
developed over time as people in the organization learn to deal with problems of
adaptation and integration.
Activities: Authority Relationships, Human Resources, Skills
Acquisition and Development, (Organization);
Organization’s Basic Beliefs, Values, and Behaviors;
Leadership, Motivation, and Rewards (Culture).
Culture isn’t one aspect of the game; it is
the game. In the end, an organization is
nothing more than the collective
capability of its people to create value.
Lou V. Gerstner, Making an Elephant Dance

18. 18
You need to embed strong innovation
management practices using the
 strategy
 processes
 tools
 metrics and
 culture
…. of your organization.
Message to managers…

19. 19
Publications Referencing
The CIMS IM Framework

20. 20
From the Foundation of the
“Cube”, a Capability Maturity
Model was Developed
The IMMA
Innovation Management
Maturity Assessment

21. 21
Maturity Models Defined
• A maturity model can be viewed as a set of structured
levels that describe how well the behaviors, practices and
processes of an organization can reliably and sustainably
produce required outcomes.
OR
• A maturity model can be used as a benchmark for
comparison and as an aid to understanding.
In the case of the CMM, for example, the basis for comparison would be the organizations'
software development processes.
For additional information: http://en.wikipedia.org/wiki/Capability_Maturity_Model#Overview

22. 22
Maturity Model Definitions
Level 1
Ad Hoc
Level 2
Defined
Level 3
Managed
Level 4
Leveraged
Level 5
Optimized
Represents the initial state. This results from organizations having no concerted focus on
innovation
When the organization makes innovation a strategic imperative and resources are
dedicated to improving the firm’s practice of innovation management
When managers’ actions reinforce the desired new behavior and
their goal is to institutionalize the new innovation business model
When synergies occur. The company seeks the input of
people and ideas outside the boundary of the firm
When the new innovation model is fully
internalized; business results are
repeatable and predictable
*Based on Carnegie Mellon Maturity Model
Five levels of maturity separate ‘Ad
hoc’ companies from those that are
‘Optimized’:

23. 23
Ad Hoc • Ideas about new breakthrough products and services is thought to be the domain of R&D. When employees are encouraged to
submit their ideas, they often do not receive relief from their ‘day jobs’ to pursue them.
• Project ‘champions’ are often required to persevere and drive promising ideas to commercialization.
• Employees may be cynical and question the importance management places on innovation.
Defined • The R&D portfolio is segmented into ‘Phases’ (e.g. Opportunity field and business cases) to ensure adequate investments and
talents, are allocated to the early identification and maturation of new, promising technologies.
• Ideas are sought that address the full range of strategic issues, such as sustainability, services and solutions, etc.
• Employees are presented with idea generation tools and encouraged to formally submit ideas.
Managed • Management presides over the organization’s ‘innovation board’ (e.g. IM Team, Portfolio Team, Steering Committee); new ideas
are systematically reviewed and employees provided ‘space’ (time and resources) to develop their ideas (before entering the
formal project development process).
• Cross-functional project teams (e.g. R&D, Manufacturing, Sales & Marketing, Business Development, Finance, etc.), using standard
decision support tools, evaluate the commercial potential of the idea before substantial investments of time and capital are made.
Leveraged • The organization realizes that breakthrough ideas typically come from outside the company; it openly invites key business partners,
suppliers, and academics to participate in the innovation process; organization actively ‘in licenses’ novel new technologies to
complement its existing pipeline.
• Creative and flexible IP policies are employed to motivate open and collaborative innovation.
• Management challenges this ‘extended’ organization with the toughest business problems facing the organization; people are
recognized for ideas leading to their solution.
Optimized • The organization is ‘ambidextrous’. Separate and distinct idea management capabilities - i.e. with different project sponsors,
financial metrics, and risk management techniques - are established at the ‘front end’ of the organization’s innovation model to
manage incremental and radical ideas.
• A formal Alliance Management System is in place; all associates are treated as peers.
Idea Management
Idea Management is the ability of a firm to effectively identify, assimilate, and qualify information regarding new technologies, or ideas,
that can lead to highly differentiated, breakthrough products and services.
Activities Include: Boundary Spanning, Technology Scanning and Evaluation, Applied Research, Collaboration with Early
Adopters/Scientific Centers, etc.
Idea Management begins to answer the question of competitive advantage by simultaneously examining technology and market factors.
Ideas about possible market opportunities made feasible by new technologies is often the point where innovation begins.
CIMS Description of Core Competence: Idea Management

24. 24
Measuring Your Firm’s
Capacity to Innovate
CIMS’ Innovation Management
Maturity Assessment – THE IMMA

25. 25
Quick Facts: CIMS IMMA
• Provides an education of ‘What is Innovation
Management’, enables firm’s innovation strategy to be
communicated and shared across entire organization
• Multiple CIMS members are committed to an annual
review using the IMMA
• IMMA is available to and has been used by non-
members for a fee
• Initial results provided via graphical heat map display
• Participation To date:
 70+ firms & divisions with global representation
 10,000+ individual responses captured
 Both general and industry-sector customized tool versions available
 Robust demographic capabilities
 Delivered in numerous languages

26. 26
Heat Map Results
are calculated using
Mathematical Mode
--- The MOST popular
response.
How the heat map is calculated and understanding
the significance of the colors
Calculating a cell’s color:
• The 1st number in each cell
represents the level of
maturity for that specific
dimension/row
• The 2nd number in the cell
represents the level of
maturity for that specific
competency/column
• Add the two numbers
together to get the total
‘color’ along the color
gradient
Example:
Strategy/Idea Management 1,
2
Count 3 spaces along gradient
to reach the color depicted
within the heat map
1 2 3 4 5 6 7 8 9 10

27. 27
Results are gathered
By position, function,
Location and
tenure, all
demographic fields

28. 28
Apply the CIMS IM Framework and
check out the CIMS IMMA at the
same time!
• Go to: http://cimscsa.com
• Username: ISSIP2015 (case sensitive)
• Password: cims-issip (case sensitive)
• Enter Captch Code Provided
Join Us: Wednesday October 7th 10:30am EST to see the ISSIP-CIMS
IMMA results and learn about common patterns of results that occur
and what they really mean and how an organization can change
their score!