1 innokenn part 1. deducing, implementing, applying, target group: external innovation experts

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InnoKenn

Part 1.Deducing, implementing, applying,

Target group: External innovation experts

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Basic definition of innovation

Innovations are

• qualitatively new ideas for products or services • improvements to products or services and • process innovations

that have been implemented successfully in the market or in society.

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Basic definition of innovative capability

Innovative capability can be defined fundamentally as the ability of a company to create innovations, not only once or randomly.

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InnoKenn

Origin

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Success factors

Based on empirically verified knowledge there is a broad consensus on the factors that make a company capable of innovation. In particular these are factors that also form the focus in the development towards a knowledge economy and the spread of new organisational and management concepts.

“Soft” factors such as:

•Competence, motivation, creativity •Cooperation•Communication •Flexibility and openness

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Frequently mentioned operational success factors for innovative companies from empirical studies:

Innovation management – innovative capability

Objectives and values system • Innovation as a strategy• Support for innovative processes from top management • Customer orientation • Employee orientation • Financial power• Risk willingness• Active competitive behaviour• Quality objectives

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Frequently mentioned operational success factors for innovative companies from empirical studies:

Innovation management – innovative capability

Management and organisational system• Technological competence• Qualified personnel• Capacity for research and development• Market knowledge, customer affinity • Access to knowledge and information, a company culture

oriented towards learning and the acquisition of competence, systematically supported further education, provision of training

• Decentralised, independently responsible organisational units, teamwork, cross-departmental cooperation, dialogue between research, development, production and marketing

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Frequently mentioned operational success factors for innovative companies from empirical studies:

Innovation management – innovative capability

Communication and social system• Open information and communications culture • Social competence at management and team levels• Room for manoeuvre on the part of staff• Honouring of performance, incentives• Social dialogue and representation of interests• Participation and involvement of staff

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What makes an innovative company?

• Innovative companies are characterised by the fact that

innovation management is firmly anchored in their company organisation and company culture.

• By applying suitable management methods, innovation processes become manageable and are carried out faster and more securely

• HOWEVER: In reply to the question “Do you use innovation management methods in the company?” 69% of staff said no.

• Only 7 % of all participants stated that they have analysed their innovative capability.

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Key questions for a diagnostic instrument

• How are developments and changes from the business sector detected?

• How are competitors identified and markets analysed?

• How are key competencies understood?

• How are strengths and weaknesses recognised?

• How does the company adapt to changed environmental conditions?

• How are company strategies transformed into innovation strategies?

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Innovation diagnosis yes, but by with which method?

Of a vast number of techniques and methods, only a few have reached

a degree of practicability without any significant investment in training.

InnoKenn is one such method• Used on behalf of ca. 8000 companies in Germany• Proven sector use: automobile, IT, chemicals, energy• Suitable for nearly all sectors

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Reasons for the participation of a leading manufacturer from the automotive sector

… to counteract a blinkered business attitude and smugness

… good approach for improvements

… maintenance and increase in our competitiveness with a sustainable yield

… to develop innovative products, technologies and processes

Experiences

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• Improve your innovative actions systematically with the InnoKenn method

• Achieve the involvement of all agents in the innovation process

• Identify strengths and inhibiting factors of innovative capability

• Introduce personnel and organisational development on the basis of valid findings

• Image enhancement as a company committed to innovation

InnoKenn is suitable for small and medium-sized companies

Why take part?

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Coffee break

End of Part 1

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Understanding of innovative capability

An understanding that is based on the significance of people in the process from the idea to the successful innovative product.

• Holistic view of the company and its processes and structures.

• Significance of “soft” factors and the “employee as a resource” (competence, motivation, creativity, cooperation, communication, flexibility and openness).

• Working conditions that are conducive to innovation.

• Strengthening of individual competencies.

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What does InnoKenn provide?

• Awareness of the “state” of the company

• Initiation of change processes among the target groups representatives of interests, management and staff towards more innovative capability

• Strengthening of the social dialogue in the company with the joint goal of securing the future

• Strengthening of the active competence of target groups and the company itself

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Strategy• Goal definition and strategy

formulation• Management• Network• Customer orientation

Characteristic dimensions “InnoKenn”

Staff• Knowledge +

competence• Culture • Involvement• Representation of

interests

Process• Idea management• Product/service

orientation• Process orientation• Method application

Structure•Work structure organisation•Infrastructure•Financing•Personnel structure

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…the diagnostic tool?

Software-supported

•Questionnaires

•Visualisation of the results

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InnoKenn/Strategy dimension/Questionnaire/Excerpt

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InnoKenn/Process dimension/Questionnaire/Excerpt

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InnoKenn/Structural dimension/Questionnaire/Excerpt

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InnoKenn/Staff dimension/Questionnaire/Excerpt

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InnoKenn – Visualisation of the resultsExcerpt: Average values and traffic light indication

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InnoKenn – Visualisation of the resultsExcerpt: Strengths and weaknesses profile

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InnoKenn – Visualisation of the resultsExcerpt: InnoKenn – group comparison

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InnoKenn – Benchmarking

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InnoKenn – Benchmarking

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InnoKenn – Benchmarking

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InnoKenn

Implementation planning1.Formation of an InnoKenn team

2.Identification and definition of the respondents

3.Analysis and assessment of the current state with the help of the InnoKenn diagnostic forms

4.Evaluation of the questionnaires; presentation of the results in a company workshop

5.Planning of measures to be taken and options for action

6.Realisation of the defined short-term, medium-term and long-term goals

7.Examination of the goals within the timeframe

8.Renewed cycle (assessment of the current state)

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InnoKenn

Time and resources (company with 100 employees)

•Preparation ca. 2-3 hours

•Staff time requirement per questionnaire ca. 20 minutes

•Data input into the system ca. 10 hours

•Processing of the analysis results ca. 2 hours

•Documentation of the results/report ca. 4 hours

•Workshop ca. 2 hours

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InnoKenn features

• Designation: Diagnostic tool

• Application intensity: Quick check – statistical evaluations

• Versions: Uncommented and commented form

• Scale: 1 to 5 (+ cannot answer)

• Structure: 48 indicators, 16 features, 4 dimensions

• Sector-specific: tested for chemicals, energy, IT, automotive sectors

• Size-specific: for all operational and company sizes

• Deployment concept: Dialogue-based approach representatives, employers, employee groups

• Evaluation: Traffic light model divided into thirds

• Results: Average values at three levels, distribution, missings, profiles for each of the different groups

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Contact

IMO - Institut zur Modernisierung vonWirtschafts- und Beschäftigungsstrukturen GmbH Taubenstraße 4940724 Hilden

www.imo-institut.dewegge@imo-institut.de

Project InnoWeitwww.innoweit.de