essentials guide how to build a process for innovation...
TRANSCRIPT
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Essentials GuideHow to Build a Process for Innovation: Workbook
Essentials GuideInnovation Process Workbook
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As you’re learning from the accompanying Guide, a powerful innovation process comprises 3 key elements:
1. Gathering Ideas2. Evaluating Ideas 3. Managing Ideas
For each of the above elements, the scorecards on the following pages list 3 characteristics related to the element. The team in charge of innovation should use this scorecard to evaluate and rank your organization (or the innovation team itself) according to its actual activity around each characteristic.
Once you identify benchmarks based on your scorecard results, share these with senior management and possibly the larger group to validate your findings, gain consensus, and plan your efforts.
Introduction:Analyze Your Capabilities + Prioritize Efforts
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Total out of 9
2. Evaluating Ideas
We use a consistent set of evaluation criteria to identify our best ideas.
We have an excellent record of halting projects if/when they are deemed unviable.
Our criteria for judging ideas is widely understood and accepted by the organization.
Strongly Disagree
Disagree Agree Strongly Agree
0 1 2 3
0 1 2 3
0 1 2 3
3. Managing Ideas
We have a well-defined approach for moving ideas from concept to launch.
Our innovations are always launched in a timely manner.
Our innovation process begins with minimal investment in many ideas, and investment is increased for only the best idea/s.
Strongly Disagree
Disagree Agree Strongly Agree
0 1 2 3
0 1 2 3
0 1 2 3
Total out of 9
1. Gathering Ideas
We generate ideas from diverse sources through multiple submission channels, both off- and online.
All ideas are routed to the individual/team who is empowered to greenlight or shelf projects.
Our existing idea pipeline/repository makes it simple for us to keep track of every idea that’s been generated.
Strongly Disagree
Disagree Agree Strongly Agree
0 1 2 3
0 1 2 3
0 1 2 3
Total out of 9
Total Process score out of 27
Process Scorecard: Analyze Your Capabilities + Prioritize Efforts
SEE SCORE ASSESSMENT ON NEXT PAGE
Circle the numeral that most accurately describes your organization’s position on each characteristic.
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Total Score Assessment
Weak: Your innovation process is disorganized, and you’re not reaching your intended goals. You need to cultivate capabilities in all 3 areas of the innovation process.
Moderate: Some aspects of an innovation process are in place, but improvement is needed.
Strong: Your organization demonstrates a strong process, so sustain your efforts and use this Workbook to further evolve it.
0–15
16–30
31–45 Now that you have an accurate sense of your current innovation process, let’s turn to page 8 of the Guide.
Total Process ScoreReview your total process score from page 2 and compare it to the ranges below to see how your innovative your process is...or isn’t.
Scores for Each ElementRefer to page 2 and transfer your total score for each behavior into column 2:
Element Score Assessment
0–3
4–6
7–9
Weak: This behavior is missing from your process and should be addressed immediately.
Moderate: Some aspects of this element are present in your process, so review the attributes in which you scored low to identify where to focus improvement.
Strong: This element is clearly present in your process and all related activity/support should be maintained.
Process Scorecard: Analyze Your Capabilities + Prioritize Efforts
Compare each of your element scores above to the ranges below. According to your score, rank each element as weak/moderate/strong and write on line provided in column 3 above.
Element Score Your Score
Gathering Ideas
Managing Ideas
Evaluating Ideas
Total =
Weak, Moderate, or Strong?
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How many idea-submission channels does your organization currently have in place? A robust innovation process should have a variety – at least 3 – channels from internal and external sources. This optimal number allows your team to collect ideas from several channels without overwhelming them with too much data.
Review the channels below, and check the boxes that represent either an existing or new idea-submission channel op-portunity for your organization. Use the empty space to add any that aren’t listed.
A digital form on your Web site, where the general public can offer improvements for existing products/services or ideas for new products/services.
A virtual submission box on your intranet for employees and/or a password-protected extranet for partners/vendors.
An open-innovation platform for the public to submit ideas, which are vetted by a 3rd party such as yet2 or NineSigma.
A dedicated email address for innovation (e.g. [email protected]) that appears on your Web site, in the employee newsletter, and on external communication materials.
An innovation hotline where consumers can leave a voicemail describing their idea.
A wiki (internal or password-protected for public use) to enable real-time collaboration and idea building.
Quarterly idea-generation sessions that are open to all employees and positioned as the only channel for them to submit ideas for innovation.
Business unit or company-wide idea ‘Jams’ that focused on addressing specific business challenges.
Partner or vendor brainstorm sessions that bring outside perspectives.
_____________________________________________________________________________________________
_____________________________________________________________________________________________
_____________________________________________________________________________________________
_____________________________________________________________________________________________
You’ve chosen your idea submission channels, but how do you get people excited to use them? Turn the page for tips on popularizing your channels.
Gathering Ideas: Choose Your Idea-Submission Channels
GO TO NEXT PAGE
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Create a monthly challenge…and reward the winner/s. Encourage idea generation that’s in sync with your innovation strategy through monthly challenges like “How can we increase our revenues in the senior market?” Publicize the owner/s of winning idea through your intranet/e-letter and reward accordingly.
Adopt an idea-management system. Software help can simplify the idea-submission process on the front- and back-end. The most popular options are included in our Resource List (request it by emailing [email protected]).
Review the tactics below, and check every box that offers a relevant solution for your idea-submission channels. Use the empty space to add any that aren’t listed.
Go public. Combat lack of awareness with a 360-degree approach to publicizing your idea submission channels.
Establish a consistent idea-submission form. Instead of receiving pitches that run the gamut between lengthy business plans and 2-sentence raw ideas, standardize your idea-submission form. Consider the following when creating your idea submission form.
You’ve now completed the first element of your innovation process. Turn to page 11 of the Guide.
Dedicate space on your intranet to evaluation criteria, submission format, and directions for idea submission
Build a section on your Web site outlining your innovation process and how to participate
Send out a press release announcing your new idea-submission channels and inviting the public to participate
Announce idea submission as a new aspect of every employee’s job description. Mandate one idea per quarter/year/etc. per employee, and program your idea-submission portal to auto-reply with acknowledgment of submission
Add a footer to the branded signature of every email from your innovation team that contains a link to a submission form or an email address for idea submissions
What’s the name for the idea? (Give it a creative name to make it memorable)
Give us a brief description (4 – 5 sentences).
How does it work?
What’s in it for us?
What’s in it for customers?
What makes this idea unique?
What problem does this idea solve for customers?
Gathering Ideas: Popularize Your Idea-Submission Channels
Keep it short and focused. Too many questions will discourage submissions, and too few will prevent your review team from grasping the scope and potential of an idea. Limit the form to 4 - 5 fields such as:
Name your idea (make it as memorable and marketing-friendly as possible)
What is your idea? (limit explanation to 5 sentences or fewer)
How does it work?
What makes this idea unique?
What makes it valuable to our organization?
Which customer segment does your idea target?
What problem does this idea solve for those customers?
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• The worksheet on page 8 provides sample criteria to help you identify 4 – 6 evaluation points. This criteria will be used to create your screener, and each criterion must be framed as a yes/no question.
• Examples: Does this idea support our current strategy? Does this idea fulfill an important for our customers? Does a lucrative mar-ket exist for this idea?
SUGGESTED AUDIENCE: • Senior-level members of innovation team.
Let’s determine idea-evaluation criteria for your organization. The following exercise should be conducted with other members of your innovation team with the goal of selecting 4-6 evaluation criterion. Through experience, we’ve found that the more criteria you apply, the more restrictive your innovation process becomes. This is due to fewer ideas passing all the criteria. Conversely, if you put too few criteria in place, you risk approving nearly every idea that’s submitted. The sweet spot of 4 – 6 criterion helps you avoid both of these situations. And as with other aspects of your process, criteria can (and should) be adjusted over time through trial and error.
Evaluating Ideas:Evaluation Criteria Exercise
SUGGESTED MATERIALS:
FACILITATION GUIDE
Worksheets (enough for each participant, plus a few extra)
Whiteboard or flipcharts(use them to write down all group ideas; no idea is a bad idea)
Colored markers, pens, and pencils (separating ideas by color will help organize your thoughts)
SET-UP:
RECOMMENDED TIMING: STEP 1. Introduction: 5 – 10 min.
STEP 2. Define Criteria: 20 – 30 min.
STEP 3. Individual Presentation: 5 min. + 5 min. Q&A (optional)
STEP 4. Group Discussion: 20 – 30 min.
STEP 5. Voting: 10 – 15 min.
60 – 95 min.
Several pads of sticky notes
GO TO NEXT PAGE
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Evaluating Ideas Evaluation Criteria Exercise (Cont.)
Step 1. Introduction: Begin by reminding participants that the goal is to select 4 – 6 evaluation criterion
that will be used to judge all idea submissions. Ideas that meet your criteria will be deemed innovative and
are eligible to move forward in your innovation process.
Step 2. Define Criteria: Each participant may choose 4 – 6 criterion from the worksheet samples or de-
velop their own, along with reasons for the criteria they chose.
Step 3. Individual Presentation: One by one, participants should share their choices with the group, ide-
ally on a flipchart or whiteboard. If possible, build in time for a Q&A (see Facilitation Notes below) for par-
ticipants and each presenter. By the end of the last presentation, every proposed evaluation point should be
written on the flipchart or whiteboard.
Step 4. Group Discussion: Often, a handful of evaluation points on the whiteboard will be echoed by
multiple presenters. Once you have a clear consensus on these, facilitate a group discussion to discuss the
remaining points:
Step 5. Voting: After wrapping the discussion, each participant should indicate their 4 – 6 votes by placing
a sticky note or dot with their name on the whiteboard beside their selections. The 4 – 6 criteria with the
most votes becomes your organization’s evaluation criteria. If a tie occurs, debate the pros and cons of each
criterion as a group, and hold a deciding vote.
HOW IT WORKS:
• Which criteria are you most passionate about and why?• If you disagree with the group majority, tell us why particular criteria should be included.• Who has an idea about how we can we modify the criteria to gain group consensus?
FACILITATION NOTES
Optional Q&A: Allowing time for a Q&A between each presenter and the group greatly enriches the discus-sion and provides clarification on why certain choices were made. The following questions can help focus the Q&A discussion:
Group Consensus: While consensus on evaluation criteria is the goal of this meeting, a series of meetings may be necessary for everyone to agree on final decisions. If a consensus isn’t reached today, schedule the next meeting and discussion before dismissing the group.
•
• Why did you choose these criteria as part of your definition?• Why is this criterion relevant for our organization?• Conversely, why do you think it’s irrelevant?
•
Print the worksheet on the following page to complete the exercise above.
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On-Strategy: Does this idea support our current strategy? Will it help us meet our goals?
Feasibility: Is this idea technically viable for us?
Customer Need: Does this idea fulfill animportant need for our customers?
Funding: Do we have the capital required to make this idea a success?
Brand Fit: Does this idea enhance or expand our brand positioning?
Market/revenue: Does a lucrative market for this idea exist?
Competitive Advantage: Does this idea create a competitive advantage for our organization?
Suggested Evaluation Criteria Why Is This Criterion Important?
Capabilities: Do we have (or can we acquire) the resources (technology, skills, etc.) to implement this idea?
Ownership: Can we identify a clear department/agency/team to own this idea?
Scalable: Does this idea show potential for per-forming on a larger scale?
Game-Changer: Is this a truly breakthrough idea?
Define Your Idea-Evaluation CriteriaWhich of the following evaluation points are crucial to your organization’s innovation process? Check 4 – 6 boxes of criteria and use the blank space to add any that aren’t listed. Note your reasons for your selections and be pre-pared to share these with the group.
Evaluating Ideas: What Criteria Will You Use?
Congratulations on defining your evaluation criteria (cue the applause here). Now that you’ve taken a group vote, transfer the finalized 4 – 6 criteria into the left column of your screener on the next page. When you’re done, return to page 14 of the Guide.
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Your ScreenerThis screener should be applied at the onset of your innovation process to both external and internal ideas. Complete one worksheet for every idea you are evaluating.
Idea Name: Idea #:Internal or External Idea? (circle one) Date Submitted:
Screener Questions (Transfer your evaluation-criteria questions into this column)
Yes or No?
If yes, why?
Total Number of Yes Answers =
Go: Proceed to Next Stage
Stop: File Idea in Repository
Hold: Reconsider at Next Screening Session
Screened by: _______________________________________________________________________Signature: _________________________________________________________________________Date: _____________________________________________________________________________
Evaluating Ideas: The Screener
Next Step? (check one)
GO TO NEXT PAGE
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Essentials GuideInnovation Process Workbook
Evaluating Ideas:The Screener (Cont.)
How to Use Your ScreenerBy transferring your evaluation criteria from page 8 into your screener on page 9, you’ve created the first layer for evaluating the innovation potential of new ideas. To make effective use of the Screener, utilize the best practices below.
Establish the rule on passing. Decide in advance what constitutes a screener-approved idea: Should an idea meet all 6 of your criterion? Or just 4? If you opt for the latter and find your pipeline filled with ideas that never make it to the launch phase, consider increasing the number of criteria you apply.
Choose your screener team carefully. The individuals who screen ideas should be impartial, familiar with the organization’s goals and strategy, and empowered to make decisions. They should also demonstrate an ability to see the potential of ideas in raw form.
Test your screener. Take a project currently in the pipeline and run it through the screener. Ask other members of the screener team to do the same. Use your findings to refine your evaluation criteria or the rule for passing the screener.
Formalize next steps for screener-approved ideas. Ideas that pass the screener should immediately move into your organization’s pipeline. Whether this means the idea is assigned to a team for testing, feasibility studies, or market research, make sure ideas don’t languish out of sight.
Add a recurring screening event to the calendar. To keep your pipeline moving, formalize a schedule for screening new ideas on a quarterly basis.
GO TO NEXT PAGE
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Essentials GuideInnovation Process Workbook
ModeratelyLittle or not at all2. Strategic Alignment. How well does this project support our strategic objectives?
Highly aligned with our strategy
3. Market/Revenue. How attractive is the market growth and size?
Less than $50 million $50–$150 million Above $150 million
1. Customer Need. How well does this idea fulfill an important need of our customers?
• Fulfills an unimportant customer need
• Does not satisfactorily fulfill the need
• Fulfills a moderately important customer need• Does an average job of fulfilling the need
• Fulfills a critical customer need• Fulfills the need completely and holistically
Note: Numbers are for illustration only.
Create a scorecard guideline. To give scorers a common understanding of the scoring range for each criterion, create a scorecard guideline that defines high/medium/low scores for each criterion. For illustration, see the sample guideline below with a scoring scale and explanations of the scores.
Add priority to your scorecard. For most organizations, certain criterion is more important than others. To reflect each crite-rion’s priority, we recommend assigning a percentage of 100 to each. For example, if Customer Need is the main priority of your innova-tion goals, you might give it a priority factor of 60, and split the remaining 40 among your remaining criterion. See the graphic below for a completed example of the scorecard formula.
EVALUATION CRITERIA
1–3 = LOW SCORE 4–7 = MEDIUM SCORE 8–10 = HIGH SCORE
Evaluating Ideas: The Scorecard
How to Use Your ScorecardWhile the screener evaluates raw ideas, your scorecard evaluates ideas in various stages of your innovation process. Ideas that reach the scorecard phase should come with an idea summary or a project brief, which you and the scorecard team will use to score the idea. Because scorecard ideas are no longer raw and often come with research or feasibility tests, this evaluation step can provide deep insight into which ideas should receive increased funding and which should be halted.
1. Customer Need. How well does this idea fulfill an important need of our customers?
60 = 300
SCORECARD QUESTIONS
PRIORITY FACTOR(Pre-fill this column with a value of 1 – 100 that reflects the criterion’s importance in your innovation process)
CRITERIA SCORE (On a scale 1 – 10, how well does this project address the criterion?)
TOTAL SCORE (Multiply Priority Factor x Criteria Score)
Establish the passing score. Decide in advance what total score an approved idea needs to achieve. If a review of your pipeline 6 months or a year from now reveals that it was filled with projects that never made it to the launch phase (or failed in the market), re-group about increasing the benchmark score for future innovation projects.
WHY THIS SCORE? (Provide detailed feedback here)
This project improves on existing product X, but it’s only fulfilling a moderately important customer need.
GO TO NEXT PAGE
X 5
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Essentials GuideHow to Build a Process for Innovation
Your ScorecardThis scorecard should be applied at various points in your innovation process to ideas that are currently in your pipeline. Each innovation project should come with an idea summary or project brief, which should be provided in to all scorecarders in advance and used to complete this worksheet.
Innovation Project Name: Project Leader:Date Submitted:
SCORECARD QUESTIONS
PRIORITY FACTOR(Pre-fill this column with a value of 1 – 100 that reflects the criterion’s importance in your in-novation process)
CRITERIA SCORE(On a scale 1 – 10, how well does this project address the criterion?)
WHY THIS SCORE?(Provide detailed feedback here)
Go: Proceed to Next Stage
Stop: File Idea in Repository
Hold: Reconsider at Next Scoring Session
Scored by: _______________________________________________Signature: _______________________________________________Date: ___________________________________________________
TOTAL SCORE(Multiply Priority Factor x Criteria Score)
Evaluating Ideas: The Scorecard
Next Step? (check one)
INNOVATION PROJECT SCORE:(add your Total Score column for this sum)
1.
2.
3.
4.
5.
6.
X =
GO TO NEXT PAGE
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Essentials GuideHow to Build a Process for Innovation
2. Evaluating Ideas: The Scorecard (Cont.)
How to Use Your ScorecardNow that you’ve built your scorecard, review the best practices below for organizing the scorecard team and leading its sessions.
Assemble a diverse team of scorecarders. In addition to your innovation team, consider recruiting individu-als from legal/compliance, R+D, outside experts, and consultants who can offer fresh insights.
Establish rules of engagement for scorecard sessions.
Test your scorecard. As with the screener, take a project currently in your pipeline and run it through the score-card. Ask other scorecarders to do the same. Use your findings to refine your evaluation criteria or the benchmark for passing the scorecard. Add a recurring scorecard event to the calendar. To keep your pipeline moving, formalize a schedule for scoring projects on a quarterly basis.
Review and balance your innovation portfolio. In addition to screening and scoring new ideas, are you also taking stock of what’s already in your innovation pipeline? A portfolio matrix offers a panoramic perspective of new projects and those in development so you can see if you’re distributing risk evenly across your business. A real-time snapshot of your entire pipeline helps you (and senior leaders) make informed decisions about where to focus your innovation efforts.
• To maximize productivity in these meetings, email attendees in advance and provide related materials such as idea summaries or project briefs, a blank scorecard worksheet, and scorecard guidelines. Remind everyone that they are expected to be familiar with all review materials by the start of the session
• During sessions, the group should complete and review scorecard worksheets and decide on the Next Step for each project.
• Judge all projects fairly and consistently without hidden agendas or favoritism.• Enforce completion of the “Why this Score?” column of the scorecard. Those notes serve as invaluable feedback for
teams working on the associated project.
Bravo: You’ve now completed the second element of your innovation process. Let’s turn to page 16 of the Guide.
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3. Managing Ideas:Create Your Process Roadmap
As we’ve seen in the Guide, the exact steps innovators use to define their roadmap can vary. However, the following steps provide a foundation for an innovation process across myriad industries.
Step #1. Idea Development: Raw ideas are generated from a wide net of sources.
Step #2. Concept Development: Ideas are screened and those with strong potential are expanded into business
concepts.
Step #3. Business Development: Concepts are broadened into business plans with financials, revenue potential,
market estimates, pricing, development plans, competitive data, and technical specifications.
Step #4. Technical Development: Prototypes are created, features/functions are tested, and packaging is designed.
Step #5. Market Development: Teams conduct final refinements and prepare for launch with a rollout strategy.
Each of the above steps should also include related details such as:• Participants: Who (both evaluators and project teams) is involved at this step?
• Activities: What are project teams doing at this step?
• Deliverables: What deliverables are due during this step?
• Evaluation Decision: What specific decision are we making during this step?
• Evaluation Tools: Which evaluation tool/s are we using to make an informed decision?
• Metrics: What measures are we using to ascertain whether this step in our process is working?
• Post-Evaluation at Each Step: What happens at the end of this step (communication, pipeline status, etc.) before
moving on to the next one?
Who doesn’t love an example? Review the sample roadmap on the next 2 pages before drafting your own on page 17.
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15
Managing Ideas:Sample Roadmap
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ls
Laun
ch P
lan
• D
efine
tim
elin
es/
mile
ston
es
• D
eter
min
e sp
ecifi
c m
arke
ts/ g
eogr
aphi
es.
b. P
arti
cipa
nts
Who
is in
volv
ed a
t thi
s st
ep?
(Out
line
the
spec
ific
play
ers
for
both
pro
ject
an
d ev
alua
tion
team
s.)
• In
divi
dual
su
bmitt
ers
• Sc
reen
ers
on
eval
uatio
n te
am
• In
nova
tion
team
• Sc
orec
arde
rs o
n ev
alua
tion
team
• Cr
oss-
func
tiona
l man
agem
ent t
eam
• B
ring
in o
utsi
de e
xper
ts, p
artn
ers,
and
/or v
endo
rs
for f
eedb
ack?
• As
sign
pro
ject
to s
peci
fic b
usin
ess
team
• In
nova
tion
team
• Pr
oduc
t/ser
vice
team
s
• Se
nior
man
agem
ent
• Pr
esen
t to
expe
rts, p
artn
ers,
and
/or v
endo
rs fo
r
feed
back
Sam
ple
Innovation Simplified | [email protected] | P 646-257-5737 | © Future Think LLC. All rights reserved 16
Essentials GuideInnovation Process Workbook
• Co
mm
unic
ate
and
test
pla
n w
ith p
rodu
ct,
mar
ketin
g, c
usto
mer
se
rvic
e, le
gal,
and
logi
stic
team
s)
• So
urci
ng, s
ales
, di
strib
utio
n, a
nd p
ricin
g
Con
tinu
e te
stin
g •
Use
feed
back
and
re
sults
from
pilo
t tes
ting
to
refin
e de
tails
of p
roto
type
an
d pa
ckag
ing
desi
gn
• O
verv
iew
of d
evel
opm
ent
plan
s, o
pera
tiona
l det
ails
, ro
ll-ou
t stra
tegi
es
• Pr
opos
ed p
artn
ers/
vend
ors
• M
etric
s/R
OI f
or s
ucce
ss
Refi
ne t
hrou
gh
feed
back
• O
btai
n in
tern
al a
nd
exte
rnal
feed
back
and
re
fine
conc
ept a
ccor
ding
ly
• W
hat i
s its
reve
nue
pote
ntia
l?
• W
hat a
re th
e cr
itica
l su
cces
s fa
ctor
s?
Refi
ne t
hrou
gh
feed
back
• O
btai
n in
tern
al a
nd
exte
rnal
feed
back
an
d re
fine
conc
ept
acco
rdin
gly
• In
clud
e ve
ndor
s an
d ot
her e
xter
nal
partn
ers
in id
eatio
n
• H
old
inte
rnal
id
eatio
n se
ssio
ns
regu
larly
• Cr
eate
a s
impl
e pr
oces
s fo
r rou
ting,
st
orin
g, a
nd
retri
evin
g id
eas
from
a re
posi
tory
Managing Ideas: Sample Roadmap (Cont.)
d. D
eliv
erab
les
Wha
t del
iver
able
s ar
e du
e du
ring
this
ste
p?
e. E
valu
atio
n To
ols
Whi
ch e
valu
atio
n to
ol/s
ar
e w
e us
ing
to m
ake
an in
form
ed d
ecis
ion?
Scr
eene
rR
evie
w id
eas
in p
ipel
ine
on a
qu
arte
rly b
asis
1-pa
ge s
ubm
issi
on
form
• 20
- 30
pag
e bu
sine
ss
plan
• 1-
hour
gro
up re
view
of
proj
ect b
y ev
alua
tion
team
• Pr
oduc
t/ se
rvic
e pr
otot
ype
• R
evis
ed b
usin
ess
plan
/test
resu
lts 1
-hou
r pr
esen
tatio
n of
pro
ject
to
eval
uatio
n te
am/u
pper
m
anag
emen
t by
inno
vatio
n te
am
• La
unch
pla
n
• 1
- 2 h
our p
rese
ntat
ion
of
proj
ect t
o ev
alua
tion
team
/up
per m
anag
emen
t by
inno
vatio
n te
am
Sco
reca
rdEv
alua
te c
once
pts
usin
g sc
orec
ards
with
eva
luat
ion
team
Por
tfol
io M
atri
xEv
alua
te n
ew p
roje
cts
agai
nst e
xist
ing
portf
olio
f. E
valu
atio
n
Dec
isio
nW
hat s
peci
fic d
ecis
ion
are
we
mak
ing
durin
g th
is s
tep?
Addi
tiona
l ex
plor
atio
n of
this
id
ea?
Ded
icat
e a
team
for
furth
er e
xpan
sion
? In
crea
se in
vest
men
t for
de
velo
pmen
t?
Gre
enlig
ht o
r hal
t thi
s pr
ojec
t?
Laun
ch th
is o
fferin
g?
c. A
ctiv
itie
s (c
ont.
)W
hat a
re p
roje
ct te
ams
doin
g at
this
ste
p?
STE
P #
1. ID
EA
DE
VELO
PM
EN
TS
TEP
#2
. C
ON
CE
PT
DE
VELO
PM
EN
TS
TEP
#3
. B
US
INE
SS
D
EVE
LOP
ME
NT
STE
P #
4. TE
CH
NIC
AL
DE
VELO
PM
EN
TS
TEP
#5
. M
AR
KE
T D
EVE
LOP
ME
NT
• 1
- 3 p
age
conc
ept
desc
riptio
n fo
r eac
h id
ea
• 15
-min
ute
grou
p di
scus
sion
of i
dea
by
eval
uatio
n te
am
• 1-
hour
pre
sent
atio
n of
pro
ject
to
eval
uatio
n te
am/
uppe
r man
agem
ent b
y in
nova
tion
team
g. M
etri
csW
hat m
easu
res
are
we
usin
g to
asc
erta
in
whe
ther
this
ste
p in
our
pro
cess
is
wor
king
?
• N
umbe
r of i
deas
su
bmitt
ed
• N
umbe
r of i
dea
subm
itter
s
• D
iver
sity
of i
deas
(in
crem
enta
l vs.
ga
me-
chan
ging
)
• N
umbe
r of a
ppro
ved
vs. r
ejec
ted
proj
ects
• Av
erag
e sc
ores
for p
roje
cts
• Av
erag
e tim
e sp
ent a
t thi
s st
age
• Av
erag
e tim
e to
mar
ket
Sam
ple
Innovation Simplified | [email protected] | P 646-257-5737 | © Future Think LLC. All rights reserved 17
Essentials GuideInnovation Process Workbook
Sam
ple
Managing Ideas: Sample Roadmap (Cont.)
h. P
ost-
Eva
luat
ion
at E
ach
Ste
pD
efine
wha
t hap
pens
at
the
end
of e
ach
step
of y
our i
nnov
atio
n pr
oces
s. (C
ircle
thos
e th
at a
re r
elev
ant o
r ad
d yo
ur o
wn.
)
• W
hat
are
the
next
ste
ps f
or t
his
conc
ept/
proj
ect?
• H
ave
we
clea
rly
arti
cula
ted
thes
e to
par
tici
pant
s/pr
ojec
t te
ams?
• Is
thi
s id
ea/p
roje
ct b
uild
ing
a ke
y as
pect
of
our
inno
vati
on p
ortf
olio
?
• H
ave
we
rout
ed u
nuse
d/re
ject
ed id
eas/
proj
ects
to
our
repo
sito
ry?
• H
ave
we
com
mun
icat
ed k
ey le
arni
ngs
from
thi
s st
ep t
o th
e or
gani
zati
on a
t la
rge?
• A
re t
eam
s su
ffici
entl
y m
otiv
ated
to
com
plet
e th
e ne
xt s
tep?
• D
o w
e ne
ed t
o m
odif
y or
offl
oad
othe
r ta
sks
from
par
tici
pant
s in
ord
er t
o co
mpl
ete
next
ste
ps?
STE
P #
1. ID
EA
DE
VELO
PM
EN
TS
TEP
#2
. C
ON
CE
PT
DE
VELO
PM
EN
TS
TEP
#3
. B
US
INE
SS
D
EVE
LOP
ME
NT
STE
P #
4. TE
CH
NIC
AL
DE
VELO
PM
EN
TS
TEP
#5
. M
AR
KE
T D
EVE
LOP
ME
NT
Essentials GuideInnovation Process Workbook
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STE
P #
1.
STE
P #
2.
STE
P #
3.
STE
P #
4.
STE
P #
5.
a. N
umbe
r of
Ide
as/
Pro
ject
s(E
stim
ate
the
num
ber o
f id
eas
you’
ll be
eva
luat
-in
g/bu
ildin
g at
eac
h st
ep)
c. A
ctiv
itie
s
d. D
eliv
erab
les
Wha
t del
iver
able
s ar
e du
e du
ring
this
ste
p?
(Circ
le th
ose
that
are
re
leva
nt o
r ad
d yo
ur
own.
)
1 –
3 p
age
subm
issi
on
form
• 1
– 3
page
con
cept
de
scrip
tion
for
each
idea
• 15
-min
ute
grou
p di
scus
sion
of i
dea
by
eval
uatio
n te
am
• 20
– 3
0 pa
ge b
usin
ess
plan
• 1-
hour
pre
sent
atio
n to
ev
alua
tion
team
• P
rodu
ct/s
ervi
ce
prot
otyp
e
• R
evis
ed b
usin
ess
plan
/te
st r
esul
ts
• 1
-hou
r pr
esen
tati
on t
o ev
alua
tion
tea
m/u
pper
m
anag
emen
t
• La
unch
pla
n
• 1
– 2
hou
r pr
esen
tati
on t
o ev
alua
tion
tea
m/u
pper
m
anag
emen
t
Wha
t are
the
spe-
cific
act
iviti
es y
ou n
eed
team
s to
do
at e
ach
step
?
Dra
ft Y
our
Pro
cess
Roa
dmap
Use
the
ques
tions
in th
e fa
r le
ft co
lum
n to
com
plet
e yo
ur r
oadm
ap. I
f you
find
you
rsel
f sta
lled
or s
tum
ped,
rev
iew
the
real
-wor
ld e
xam
ples
on
page
17
of t
he G
uide
, and
ref
er to
the
sam
ple
on th
e pr
evio
us 2
pag
es o
f thi
s W
orkb
ook.
Fee
l fre
e to
mak
e no
tes
and
revi
sion
s on
thes
e 2
page
s; y
ou’ll
be
tran
sfer
ring
cont
ent i
nto
a fin
al 1
-pag
e pl
an.
PH
AS
E N
AM
E:
Managing Ideas: Draft Your Innovation Roadmap
b. P
arti
cipa
nts
Who
is in
volv
ed a
t th
is s
tep?
(Out
line
the
spec
ific
play
ers
for
both
pr
ojec
t and
eva
luat
ion
team
s)
Pro
ject
tea
m:
Eva
luat
ion
team
:
Pro
ject
tea
m:
Eva
luat
ion
team
:
Pro
ject
tea
m:
Eva
luat
ion
team
:
Pro
ject
tea
m:
Eva
luat
ion
team
:
Pro
ject
tea
m:
Eva
luat
ion
team
:
e. E
valu
atio
n To
ols
Whi
ch e
valu
atio
n to
ol/s
are
we
usin
g to
mak
e an
info
rmed
de
cisi
on?
(Circ
le th
ose
that
are
re
leva
nt o
r ad
d yo
ur
own.
)
Scre
ener
• Sc
reen
er•
Scor
ecar
d•
Por
tfolio
mat
rix
• Sc
orec
ard
• P
ortfo
lio m
atrix
• Sc
orec
ard
• P
ortfo
lio m
atrix
• Sc
orec
ard
• P
ortfo
lio m
atrix
Essentials GuideInnovation Process Workbook
Innovation Simplified | [email protected] | P 646-257-5737 | © Future Think LLC. All rights reserved 19
f. E
valu
atio
n D
ecis
ion
Wha
t spe
cific
dec
i-si
on a
re w
e m
akin
g du
ring
this
ste
p?
• N
umbe
r of
idea
s su
bmitt
ed
• So
urce
s of
idea
su
bmis
sion
s
• D
iver
sity
of i
deas
(in
crem
enta
l vs.
ga
me–
chan
ging
)
h. P
ost-
Eva
luat
ion
at E
ach
Ste
p
• N
umbe
r of
ap-
prov
ed v
s. r
ejec
ted
proj
ects
• A
vera
ge s
core
s fo
r pr
ojec
ts
• A
vera
ge ti
me
spen
t at
this
sta
ge
• A
vera
ge ti
me
to
mar
ket
• N
umbe
r of
ap-
prov
ed v
s. r
ejec
ted
proj
ects
• A
vera
ge s
core
s fo
r pr
ojec
ts
• A
vera
ge ti
me
spen
t at
this
sta
ge
• A
vera
ge ti
me
to
mar
ket
• N
umbe
r of
ap-
prov
ed v
s. r
ejec
ted
proj
ects
• A
vera
ge s
core
s fo
r pr
ojec
ts
• A
vera
ge ti
me
spen
t at
this
sta
ge
• A
vera
ge ti
me
to
mar
ket
• N
umbe
r of
ap-
prov
ed v
s. r
ejec
ted
proj
ects
• A
vera
ge s
core
s fo
r pr
ojec
ts
• A
vera
ge ti
me
spen
t at
this
sta
ge
• A
vera
ge ti
me
to
mar
ket
Wha
t ar
e th
e ne
xt s
teps
for
thi
s co
ncep
t/pr
ojec
t?
Hav
e w
e cl
earl
y ar
ticu
late
d th
ese
to p
arti
cipa
nts/
proj
ect
team
s?
Is t
his
idea
/pro
ject
bui
ldin
g a
key
aspe
ct o
f ou
r in
nova
tion
por
tfol
io?
Hav
e w
e ro
uted
unu
sed/
reje
cted
idea
s/pr
ojec
ts t
o ou
r re
posi
tory
?
Hav
e w
e co
mm
unic
ated
key
lear
ning
s fr
om t
his
step
to
the
orga
niza
tion
at
larg
e?
Are
tea
ms
suffi
cien
tly
mot
ivat
ed t
o co
mpl
ete
the
next
ste
p?
Do
we
need
to
mod
ify
or o
ffloa
d ot
her
task
s fr
om p
arti
cipa
nts
in o
rder
to
com
plet
e ne
xt s
teps
?
STE
P 1
: S
TEP
2:
STE
P 3
: S
TEP
4:
STE
P 5
:
g. M
etri
cs f
or
Suc
cess
How
do
you
know
if
this
ste
p in
you
r pr
oces
s is
wor
king
sm
ooth
ly?
Wha
t mea
-su
res
will
you
use
? (C
ircle
thos
e th
at a
re
rele
vant
, and
use
the
spac
es p
rovi
ded
to
ente
r yo
ur o
wn.
)
Defi
ne w
hat h
appe
ns
at th
e en
d of
eac
h st
ep o
f you
r inn
ova-
tion
proc
ess.
(Circ
le
thos
e th
at a
re r
elev
ant
or a
dd y
our
own.
)
Managing Ideas:Draft Your Innovation Roadmap (Cont.)
Essentials GuideInnovation Process Workbook
Innovation Simplified | [email protected] | P 646-257-5737 | © Future Think LLC. All rights reserved 20
STE
P #
1:
STE
P #
2:
STE
P #
3:
STE
P #
4:
STE
P #
5:
a. N
umbe
r of
Ide
as/
Pro
ject
s
b. A
ctiv
itie
s
c. D
eliv
erab
les
d. E
valu
atio
n D
ecis
ion
e. E
valu
atio
n To
ols
f. P
arti
cipa
nts
g. M
etri
cs f
or
Suc
cess
h. P
ost-
Eva
luat
ion
at E
ach
Ste
p
Fina
lize
Your
Roa
dmap
Tran
sfer
you
r no
tes
from
pag
es 1
8 -1
9 to
com
plet
e th
e ro
adm
ap fo
r yo
ur in
nova
tion
proc
ess.
Managing Ideas:
Finalize Your Innovation Roadmap
Nic
ely
done
! Tu
rn t
o pa
ge 1
9 o
f th
e G
uide
for
adv
ice
on im
plem
enti
ng y
our
orga
niza
tion
’s r
oadm
ap.
PH
AS
E
Essentials GuideInnovation Process Workbook
Innovation Simplified | [email protected] | P 646-257-5737 | © Future Think LLC. All rights reserved 21
STE
P #
1:
STE
P #
2:
STE
P #
3:
STE
P #
4:
STE
P #
5:
a. N
umbe
r of
Ide
as/
Pro
ject
s
b. A
ctiv
itie
s
c. D
eliv
erab
les
d. E
valu
atio
n D
ecis
ion
e. E
valu
atio
n To
ols
f. P
arti
cipa
nts
g. M
etri
cs f
or
Suc
cess
h. P
ost-
Eva
luat
ion
at E
ach
Ste
p
Fina
lize
Your
Roa
dmap
Tran
sfer
you
r no
tes
from
pag
es 1
8 -1
9 to
com
plet
e th
e ro
adm
ap fo
r yo
ur in
nova
tion
proc
ess.
Managing Ideas:
Finalize Your Innovation RoadmapP
HA
SE
Nic
ely
done
! Tu
rn t
o pa
ge 1
9 o
f th
e G
uide
for
adv
ice
on im
plem
enti
ng y
our
orga
niza
tion
’s r
oadm
ap.