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The Innovation Iteration Grid

Brett Trusko
Assistant Professor of Medicine, Mt. Sinai School of Medicine, New York, NY

Abstract
A common misconception about innovation is that the innovation process lacks
pragmatism. Innovation professionals use soft concepts applied in fuzzy ways with too
much emphasis on unproven approaches to solving problems. Perhaps because of the
unconventional approaches taken by practitioners of innovation, business executives
have generally segregated innovators from main stream operations, recognizing the
importance of innovation, but not comfortable with the approach that innovation
professionals often employ in getting to their ends. This paper discusses an approach to
innovation that has the ability to firmly tie the strategy, mission or vision of the
organization to the innovation process. An approach that allows you to take the
“Universal Intentions” (mission, vision, goals objectives or strategies) to an iterative
process that allows innovation iteration to optimization of a process.

THE GRID
The model is a simple two dimensional, multi celled model, that allows organizations to, on one axis
list the values, mission, vision or other declaration of what is important (the “Universal Intentions”), to
an axis that shows a business process or other longitudinal representation of a process. Figure 1, shows
the axis’ “Universal Intentions” on the X Axis and the process on the Y axis.

Entering the Step A Step B Step C Exiting the

process process
Values,
Vision or
Mission
Do this . . .
Make that . .
Contribute to
Improve . . .
Expand . . .
Figure 1. demonstrates the “Universal Intentions” on the X axis while the process steps are shown
on the Y axis.

An organization utilizing such a model would begin with a clear statement of what is important to
the organization, department, division or whatever unit is working on the innovation process. Typically,
this statement would be the existing vision of the organization but could also be specific “Universal
Intentions” developed in a “voice of the customer” exercise. For example, typical values expressed by
many companies in one way or the other might state the following:

• Respect for individuals

• Value the customer
• Foster innovation
• Create a team spirit
• Maintain integrity.

The organization would fill in the “Universal Intentions” in the left side of the model as shown in
figure 2. Remember that the “Universal Intentions” need not necessarily be the values and/or mission
of the organization, but could be sub-values of a division, department or team, or the “voice of the
customer” findings. Additionally, the “Universal Intentions” could be a vision of what the organization
should be. The power of the model is in its simplicity. The importance of establishing “Universal

Volume 1 · Number 3 · 2009

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