MOST Analysis

Mission Statement

The first workshop of the High-Performance Innovation program leads to the formalization of a vision, a strategy and a questioning intended for potential contributors to the deployment of the IPM process, IPM meaning “Innovation Portfolio Management” or “Innovation Performance Management”. On this basis, a mapping of the maturities of the IPM process by organizational subset is built, hence the title of the workshop: scope definition.

Participants are exposed to the fundamentals of IPM during the workshop, in terms of strategy, process, organization and information systems, and are able to contextualize them according to their position in the field. They practice implementing them and produce a personalized framework for the IPM approach as a group. Collaborative tools that can be used in an IPM context are described and compared in order to lead participants to preselect the one that seems to them to be the most in tune with the culture of their organization. The adoption of a cellular, learning and agile organization is recommended and explained in order to begin a first phase of mobilization of part-time stakeholders. A portfolio of pilot projects is identified on the basis of the knowledge available to the participants, and will be completed between the first and the second workshop, thanks to the recommendation of a questioning method mentioned above. The content of this questioning is built by the participants via dedicated exercises. The performance indicators forming the basis of future monitoring dashboards are presented and projected onto the reality of the context of the organization concerned. The organization itself is broken down into coherent subsets from the point of view of the culture of innovation, and qualified in terms of the maturity of the initial IPM process. The IPM strategy is defined thanks to this maturity diagnosis, subset by subset, targeting the immediately higher level of maturity. A scale on 12 levels is used to concretize the formalization of the diagnosis as of the strategy. These elements will be supported by an initial communication plan favoring a participatory mode. The structure of a co-creation workshop that the participants can later facilitate themselves is provided, explained and tested during the session. The resulting content forms the basis of a heritage of stories and legends capable of creating or maintaining a culture of innovation. This dynamic can go beyond the sole framework of the organization via open innovation initiatives, the state of the art of which is described and the concepts tested in session. Participants are made aware of the importance of aligning innovative initiatives with the expectations of the ecosystem or the market, thanks in particular to the use of a method for qualifying a professional network.

At the end of the workshop, the key result is the mapping of the organizational subsets, their diagnosis of IPM Process maturity and the IPM strategy which is deduced therefrom. Thanks to the 12 fundamental skills acquired by the participants, these elements will be maintained over time, supplemented and amended before the second workshop, during which the innovation strategy will be qualified, if it exists, or established, if it doesn’t. IPM strategy and innovation strategy are two different things: the first is dictated by the level of maturity of the IPM process and consists of aiming for the next level; the second is dictated by the expectations of the market or the ecosystem and by the analysis of the organization’s offerings, products or services.

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Objectives

01. IPM vision: what success rate to aim for, at what pace, based on what assumptions?
02. Scope of application: breakdown of the organization into coherent subsets from the point of view of the culture of innovation.
03. Mapping of maturities: evaluation of the IPM process on each subset using a 12-level scale.
04. Cellular organization: description of the fundamentals of cellular, learning and agile organizations, and their 5 meta-rules. Application to the context of each subset to identify potential contributors to the IPM approach.
05. Collaborative tool: description of a range of generic and specialized tools adapted to an IPM context. Pre-selection of a generic tool within the organization, to be confirmed between the first and the second workshop.
06. Network of pioneers: definition of the primary roles of potential contributors to the IPM approach.
07. Pilot portfolio: construction of an initial portfolio of innovative pilot initiatives. An initiative is either an idea generating potential projects, or a framed and piloted innovation project. This framing and this management respect at all times a key principle: to stimulate the creativity of the stakeholders.
08. Initial dashboard: identification of the first indicators applicable to the context of the organization.
09. IPM strategy: based on the maturity diagnosis by subset, determination of the IPM strategy consisting of aiming for the higher level.
10. Storytelling: identification of stories of past or future innovation projects, capable of creating or maintaining a culture of innovation. Learning methods for conducting co-creativity workshops.
11. Collaborative ecosystem: application of the principles of open innovation to the context of the organization.
12. Initial communication plan: identification of the reasons for communicating on the subject of innovation, as well as targets, issuers, channels, situations, content and means.

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Strategies

01. IPM vision
a) Identify and assign key roles
b) Share a frame of reference for innovation initiatives
c) Give rhythm
02. Scope of application
a) Map the organization at the macro level
b) Qualify the innovation culture of each subset
c) Revisit the cartography at macro level
03. Mapping of maturities
a) Compare the as-is situation to known innovative business models
b) Establish a diagnosis
c) Specify the diagnosis
04. Cellular organization
a) Understand the situations conducive to the implementation of a cellular organization
b) Adapt the principles of cellular organizations to the context
c) Preparing for the experiment
05. Collaborative tool
a) Choose a collaborative solution
b) Customize the solution
c) Specify the key use cases
06. Network of Pioneers
a) Identify contributors potential
b) Anticipate collection of information
c) Mobilize contributors
07. Pilot portfolio
a) Visualize a portfolio target
b) Initialize a pilot portfolio
c) Zoom in on the operational and economic model: the Business Model Canva
08. Initial Dashboard
a) Highlight the key objective of a reporting process.
b) Identify promising market trends for the organization in question
c) Initiate a dashboard
09. IPM strategy
a) Understand the purpose of an IPM strategy
b) Define the IPM strategy
c) Plan next milestones for IPM strategy execution
10. Storytelling
a) Identify a bedrock of corporate stories and legends
b) Select stories with potential
c) Initiate the production of a collection of stories
11. Collaborative ecosystem
a) Position a target balance between internal innovation and open innovation
b) Prepare open innovation
c) Experiment open innovation
12. Initial communication plan
a) Framing the communication plan
b) Prepare the communication plan
c) Initiate the communication plan

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Tasks

01. IPM vision
a) Identify and assign key roles
i. Identify the role of the Chief Innovation Officer.
ii. Identify IPM promoters. Qualify their roles.
iii. Characterize decision-maker, expert, project leader profiles.
b) Share a frame of reference for innovation initiatives
i. Know the differentiators of innovation projects.
ii. Define the success criteria of an innovation project.
iii. Define the criteria for focusing an innovation initiative.
iv. Define the types of problems that are the subject of innovation.
v. Confront a case study: the IPM vision of a pharmaceutical laboratory.
c) Give rhythm
i. Define the rhythm of production of visible steps on an innovation project.
ii. Define the pace of introduction of innovations.
iii. Formalize and share the result of group work.
02. Scope of application
a) Map the organization at the macro level
i. Appreciate the different cultures of innovation.
ii. Distinguish ideation, structuring and decision-making.
b) Qualify the innovation culture of each subset
i. List formal innovation processes.
i. List informal innovation processes.
ii. List examples of managerial initiatives promoting innovation.
iii. Analyze recent pivot decisions.
iv. Identify open innovation partnerships.
v. Identify examples of focused innovation projects.
vi. Identify examples of multipurpose innovation projects.
vii. Confront a case study: Pixar.
c) Revisit the cartography at macro level
i. Prepare for the collection of information in the field.
ii. Adjust the perimeter of the subsets.
iii. Formalize and share the result of group work.
03. Mapping of maturities
a) Compare the as-is situation to known innovative business models
i. Familiarize yourself with the recommended evaluation model.
ii. Use the model to diagnose the as-is situation.
b) Establish a diagnosis
i. Give a maturity score to each subset.
ii. Formalize the diagnosis.
iii. Confront a case study: breakdown of the scope of application of IPM at a pharmaceutical laboratory.
c) Specify the diagnosis
i. Characterize the strengths of each subset.
ii. Characterize the improvement areas.
iii. Formalize and share the result of group work.
04. Cellular organization
a) Understand the situations conducive to the implementation of a cellular organization
i. Situate cellular organizations in organization theory.
ii. Understand 5 meta-rules of cellular organizations.
b) Adapt the principles of cellular organizations to the context
i. Select pilot projects.
ii. Identify the pivots operated on these projects.
iii. Identify the components of project blueprints.
iv. Identify the regulatory constraints applicable to these projects.
v. Measure the value created.
vi. Confront a case study: assess stock of fishes in the oceans.
c) Preparing for the experiment
i. Promote places of exchange for contributors to innovation.
ii. Make the link between cellular, learning and agile organizations.
iii. Distinguish innovation strategy and tactics.
iv. Formalize and share the result of group work.
05. Collaborative tool
a) Choose a collaborative solution
i. Know the collaborative tools commonly used.
ii. Preselect a solution.
b) Customize the solution
i. Qualify the functionalities of the prospective collaborative solution.
ii. Analyze functional deviations from the target.
iii. Identify the functions of the common core.
iv. Identify differentiating functions.
v. Compare the solution to the culture of the organization.
vi. Facing a case study: consortium of 4 allied innovative companies.
c) Specify the key use cases
i. Describe information presentation formats.
ii. Describe the main use cases of the tool.
iii. Formalize and share the result of group work.
06. Network of Pioneers
a) Identify contributors potential
i. List outstanding questions.
ii. List the relevant interlocutors.
iii. Qualify the profiles of the interlocutors.
b) Anticipate collection of information
i. Qualify the networks of first-level interlocutors.
ii. Organize a survey.
iii. Confront a case study: contributors in a pharmaceutical laboratory.
c) Mobilize contributors
i. Anticipate future contributor roles.
ii. Formalize and share the result of group work.
07. Pilot portfolio
a) Visualize a portfolio target
i. Assess the situation of the existing portfolio.
ii. Set a critical mass target for innovative initiatives.
iii. Anticipate a targeted distribution of innovative initiatives.
b) Initialize a pilot portfolio
i. Identify candidate innovation projects.
ii. Frame candidate innovation projects.
c) Zoom in on the operational and economic model: the Business Model Canva
i. Understand the Business Model Canva tool.
ii. Confront a case study: Uber.
iii. Formalize and share the result of group work.
08. Initial Dashboard
a) Highlight the key objective of a reporting process.
i. Make the link between reporting and the decision-making process.
ii. Identify decision-making situations.
b) Identify promising market trends for the organization in question
i. Confront existing dashboards.
ii. Identify a first set of promising trends.
iii. Order trends according to their store of value.
iv. Confront a case study: the store of value of a financial group’s innovation portfolio.
c) Initiate a dashboard
i. Assess the level of progress of projects.
ii. Align projects with the IPM vision.
iii. Measure the store of value of innovation projects.
iv. Identify the need to pivot innovation projects.
v. Formalize and share the result of group work.
09. IPM strategy
a) Understand the purpose of an IPM strategy
i. Understand the differences between IPM strategy and innovation strategy.
ii. Visualize the IPM process.
b) Define the IPM strategy
i. Confront typical transitions from one level of maturity to another.
ii. Define the conditions for success.
iii. Confront a case study: Apple and connected glasses.
c) Plan next milestones for IPM strategy execution
i. Formalize the objective of increasing the level of maturity.
ii. Plan the horizon for reaching the next level of maturity.
iii. Identify strengths and obstacles.
iv. Develop a strategy for overcoming obstacles.
v. Formalize and share the result of group work.
10. Storytelling
a) Identify a bedrock of corporate stories and legends
i. Practice writing a story.
ii. Know the different forms of innovation storytelling.
iii. Characterize identities and styles of innovation.
b) Select stories with potential
i. Choose past or future innovation stories.
ii. Justify this choice.
iii. Confront a case study: Logistikos.
c) Initiate the production of a collection of stories
i. Apply the storytelling canvas adapted to an innovation context.
ii. Position the stories according to the 4 Ikigai axes.
iii. Vary the angles of the stories.
iv. Formalize and share the result of group work.
11. Collaborative ecosystem
a) Position a target balance between internal innovation and open innovation
i. Compare internal and external solutions.
ii. Shape recurring innovation processes of a technological or scientific nature.
iii. Appreciate the potential of an open innovation process.
b) Prepare open innovation
i. Capitalize knowledge.
ii. Sort knowledge.
iii. Select assets with potential.
iv. Confront a case study: the Valmido project.
c) Experiment open innovation
i. Identify sources of strategic information.
ii. Probe internal and external sources.
iii. Consider using open innovation platforms.
iv. Characterize a relational network in an innovative ecosystem.
v. Formalize and share the result of group work.
12. Initial communication plan
a) Framing the communication plan
i. Identify communication needs.
ii. Focus its communication on strategic themes.
b) Prepare the communication plan
i. Decline a 6 Ws & an H process. Why, whom, who, when, where, what & how.
ii. Confront case studies: in a banking group, at a major software publisher.
c) Initiate the communication plan
i. Build a communication strategy.
ii. Represent a table of correspondence between reasons for communicating and communication targets.
iii. Set a goal to stabilize or increase exposure.
iv. Formalize and share the result of group work.

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Introduction

IPM scope definition

The first of the 48 stages of the deployment of the IPM approach is devoted to the breakdown of the scope of the organization into coherent subsets from the point of view of the culture of innovation. Each subset presents a certain homogeneity in terms of assets and challenges to be met to stimulate the performance of the portfolio of innovative initiatives. To be able to draw this cartography at a macroscopic level, the acquisition of a certain number of notions is necessary: what is an IPM vision? How to assess the maturity of an IPM process? How to co-construct a heritage of stories and legends in order to feed a participatory communication approach? What is Open Innovation? What is the difference between an IPM strategy and an innovation strategy? How to identify candidate pilot innovation projects for inclusion in a portfolio? How to measure the performance of innovation, according to which processes and with which tools? Who are the natural contributors to innovation? How to mobilize them? What is a cellular, learning and agile organization?

Workshop participants address these questions with the support of course manuals and associated exercises, as well as by bringing their knowledge of their field. The most useful contextual information during the workshop is as follows (if it is not available before participation in the workshop, do not panic: it will be collected between the first two workshops; this information is not essential prerequisites but allow you to become familiar with the vocabulary and practices of your organization in terms of innovation, whether the maturity of the IPM process is non-existent, low, advanced or intermediate):

• Knowledge of ongoing innovation projects: make a clear distinction between an innovation project and a project. An innovation project differs from another project in particular by the hope of leading to a unique capability on the market or in the ecosystem considered. An innovation is carried by a single actor, whereas an offering or a process that is only differentiated, and not innovative, is carried by a small club of actors, with one or more leaders and followers.

• Knowledge of stories of innovation projects, successes and failures, and the apparent or proven reasons for their conclusions: try to understand the methods used to analyze successes and failures, ask yourself the question of possible improvements.

• Collaborative tools used within the organization: are innovation-specific tools such as qmarkets, craft.io, planview or ideascale already used? Are other more generic tools such as Microsoft Teams, Microsoft Sharepoint, the Atlassian Confluence suite, the Google Meet + Google Docs suite, Dropbox Business or Slack also used to support innovation ? For what uses? If there are guidelines for use or constraints on use, try to obtain them. If similar tools are used, the same questions arise.

• Innovation dashboards: are there specific reporting processes for innovation projects? What indicators are monitored and why? Are these indicators reliable? What decision-making processes do they feed? Who is responsible for it?

• Potential contributors to the IPM approach: who are the project managers or project directors, official or informal, involved in innovative approaches? Who decides to invest in innovation? Who promotes innovation the most, by their actions or by their communication?

This information can be useful but should not be too detailed before the workshop, in order to maintain the spontaneity necessary for co-creation. Because deploying an IPM approach is in itself an opportunity to innovate, if only to reveal the potential of the organization concerned.

Pointing to the key innovation levers (Photo by Simon Lee on Unsplash)

Context of IPM scope definition

This High-Performance Innovation program is designed to provide companies, public bodies or non-profit structures with a state-of-the-art innovation performance management process. Frequently updated, it takes place over a period of 4 years, the typical duration of a transformation into an innovation-driven organization from a few hundred people to several hundred thousand. By participating into this program, you will experience both highly creative times and times for making dreams come true. At the end of the day, you will have deployed a state-of-the-art innovation portfolio management process in your organization. You will break it down into six key dimensions: maintaining the innovation strategy, realizing the potential of assets, facilitating participatory communication, evaluating innovation projects, involving sales and driving growth.

• In one year you will have deployed the approach on a pilot scope.
• At the end of the second year you will have customized your process in a variety of diversified contexts.
• The third year will be dedicated to