Innovation Health Assessment Tool

This Innovation Health Assessment Tool consists of 5 questions on Strategy, Culture, Processes, Tools and
Metrics, which help you evaluate your organization’s current state of innovation management capability while
highlighting areas of strength that could be leveraged and opportunities for improvement.

Please take a moment and select the items that in your opinion, most represent the current state of your
innovation program and capability. Please make sure you can explain your choice.

1. General information
Please give some general information about your organization and yourself:

Company name ________________________________________________

Sector of activity ________________________________________________

No. of employees ________________________________________________

Position in the company ________________________________________________

Years of seniority in the company_______________________________________________

Gender ________________________________________________

Interview date/platform ________________________________________________

Contact (e-mail) ________________________________________________

2. Strategy

2.1. Do you have an established innovation Strongly Disagree Neutra Agree Strongly
program and a planned activity calendar? Disagree l Agree
1 2 3 4 5
Please explain your response/ choice. For example:
- There are regularly planned and executed innovation activities involving cross-functional teams,
employees, business partners, researchers and the startup community.
- Examples of activities include jam sessions, internal business competitions, design thinking sessions,
challenge-driven and open innovation and purge week, etc. ……

2.2. Does your innovation program have Strongly Disagree Neutra Agree Strongly
executive support? Disagree l Agree
1 2 3 4 5
Please explain your response/ choice. For example:
- The organization has invested in building a cross departmental innovation management team and system.
- Management reacts to competition and market conditions by investing heavily in expansive innovation
activities.
- Senior management is involved in communicating the organization's strategic objectives and how they
relate to the innovation program's goals and activities, etc. ………..
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2.4. Are your innovation investments aligned Strongly Disagree Neutra Agree Strongly
with your corporate strategy? Disagree l Agree
1 2 3 4 5
Please explain your response/ choice. For example:
- There is a healthy flow of ideas at various stages of the innovation funnel.
- The organization systematically funds the best ideas and opportunities with the highest potential that are
aligned with the organization's overall strategy, such as …… etc. ………..

3. People & Culture

3.1. Do employees from multiple departments Strongly Disagree Neutra Agree Strongly
collaborate on innovation activities? Disagree l Agree
1 2 3 4 5
Please explain your response/ choice. For example:
- Innovation is viewed as an integrated departmental activity.
- Line of business managers make top down and bottom up decisions on which projects and opportunities
to pursue, etc. ………..

3.3. Is innovation driven by leaders from across Strongly Disagree Neutra Agree Strongly
the entire organization? Disagree l Agree
1 2 3 4 5
Please explain your response/ choice. For example:
- Innovation is managed and driven by a diverse cross-functional group throughout the entire organization.
- Innovation participants come from multiple departments to collaborate on innovation.
- Innovation advocates from across the organization collaborate, share best practices, and have a strong
mandate to get things done, etc. ………..

3.5. Is actively participating in innovation Strongly Disagree Neutra Agree Strongly

activities factored into employee Disagree l Agree
performance reviews and evaluations?
1 2 3 4 5
Please explain your response/ choice. For example:
- Contributions to innovation are factored into employee performance assessments and evaluations, such
as …… etc. ……………

3.7. Does your organization embrace Strongly Disagree Neutra Agree Strongly
experimentation and failure? Disagree l Agree
1 2 3 4 5
Please explain your response/ choice. For example:
- Innovation activities such as generating new ideas, developing new concepts and frequent
experimentation are accepted and celebrated regardless of success or failure.
- The organization invests in developing/ acquiring abilities, unique insights, know-how, practical skills, etc.
………

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4. Processes

4.1. Has your organization established Standard Strongly Disagree Neutra Agree Strongly
Operating Procedures and guidelines to Disagree l Agree
manage innovation activities?
1 2 3 4 5
Please explain your response/ choice. For example:
- The organization has documented processes for idea generation and evaluation, concept development
and experimentation that are aligned with business objectives. Examples include ……
- Idea submission, evaluation and concept modeling forms and templates are used to standardize processes
across the entire organization.
- The organization has documented, traceable and transparent processes that are designed to maintain
alignment of all innovation activities with business objectives. Examples include ……

4.3. Does your organization plan, fund and run Strongly Disagree Neutra Agree Strongly
an innovation activity calendar? Disagree l Agree
1 2 3 4 5
Please explain your response/ choice. For example:
- Continuous innovation activities for the entire year ahead are planned, fully funded and executed.
Examples include ……
- Experimentation is routine - employing an agile approach that rewards a learn-fast and fail-fast model is a
healthy innovation practice, etc. ……

4.5. Does your organization routinely fund and Strongly Disagree Neutra Agree Strongly
allocate resources to run experiments? Disagree l Agree
1 2 3 4 5
Please explain your response/ choice. For example:
- The organization employs a challenge-driven innovation and agile experimentation model to find new
creative solutions. Examples include ……

5. Tools

5.1. Has the organization established a system Strongly Disagree Neutra Agree Strongly
of record for innovation management? Disagree l Agree
1 2 3 4 5
Please explain your response/ choice. For example:
- An off-the-shelf innovation management software has been evaluated, selected and deployed, and serves
as the system of record for innovation.
- All ideas and collaboration, data and experiments around the idea are collected and evaluated using this
centralized system of record, etc. …….

5.3. Have you designed and implemented a Strongly Disagree Neutra Agree Strongly
reward and recognition system to Disagree l Agree
encourage and recognize creativity and
1 2 3 4 5
innovation efforts?
Please explain your response/ choice. For example:
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- There is a well-designed organization-wide reward and recognition system integrated within the
innovation management system to motivate and recognize contributors.
- The innovation management system is connected to the HR system to report on user engagement and
evaluate every employee's innovation contributions, etc. …….

5.3. Is your innovation management system Strongly Disagree Neutra Agree Strongly
integrated with your key data sources (for Disagree l Agree
insight discovery) and enterprise systems
1 2 3 4 5
(such as HR for skill management and
performance evaluations)?
Please explain your response/ choice. For example:
- The innovation management system is connected to existing reward and recognition systems, HR
solutions, data sources, and collaboration tools, etc. …….

6. Metrics

6.1. Do you track and trend clearly defined Strongly Disagree Neutra Agree Strongly
innovation KPIs? Disagree l Agree
1 2 3 4 5
Please explain your response/ choice. For example:
- Key innovation management (KPIs) performance indicators are tracked and trended. Examples include ……
- Metrics (such as the number of views, number of visits to the innovation portal, ideas, votes, comments,
risks mitigated, experiments conducted and solutions developed, tangible or intangible value created) are
tracked and trended to measure innovation activity, user engagement and results, etc. ……

6.3. Is employee engagement, agility, Strongly Disagree Neutra Agree Strongly

competitiveness and innovation activity Disagree l Agree
factored into your outcome analysis?
1 2 3 4 5
Please explain your response/ choice. For example:
- Key performance metrics include improvements in employee engagement and satisfaction,
competitiveness, risk mitigation, and other non-financial metrics.
- Financial metrics are not the only metrics used to evaluate innovation activity and results. The
organization does not necessarily expect a measurable financial gain from every innovation activity, etc.
…..

6.5. Has your organization set innovation and Strongly Disagree Neutra Agree Strongly
experimentation objectives and targets? Disagree l Agree
1 2 3 4 5
Please explain your response/ choice. For example:
- Specific targets are set and tracked for the measured innovation activity key performance indicators.
Examples include ……
- Put an action plan in place when target engagement levels or innovation results are not met.
- Targets are constantly adjusted and new indicators are adopted based on a collaborative cross-functional
team of innovation advocates and evangelists. Examples include ……

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6.7. Is your organization measuring cross- Strongly Disagree Neutra Agree Strongly
functional and inter-departmental Disagree l Agree
innovation activity and results?
1 2 3 4 5
Please explain your response/ choice. For example:
- Organizational standards-based metrics are used to measure cross-functional innovation activity and
results. Examples include ……
- Innovation activity results and metrics are collaboratively reviewed and adjusted. Examples include ……

7. How did the COVID-19 pandemic affect your innovation program and the planned innovation activities?
What solutions have been overseen to continue implementing your innovation program?

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