Does our organization have a culture of learning and absorption capacity ? Are employees are aware of the importance of increasing the knowledge base as well as corporate intelligence and competitiveness? Is there assigned responsibility for ideas and innovations?
How well do we gather the information on the industry, emerging technologies, and our competition? Is intelligence gathering systematic or random? What are our targets? What do we announce to our competition?
Are we are launching innovations fast enough to stay ahead of the parade? Is our portfolio comparable to that which the competition is already planning? What is the percentage of the portfolio of products already on sale compared to those in the planning stage and funded for development? What perc
Is there continuous short medium and long term investment in projects; with customers, suppliers and research centers ? Is innovation part of the organization's governance objectives?
Our goal is to reduce the losses associated with innovation and research projects. Do we strive to reduce the losses associated with innovation and research projects?
Do we change as fast as the market does? Do our name brands lead market trends or follow? Do we have metrics to show we are innovative? Do our performance metrics demonstrate what we expect from our employees? Is our reward system aligned with innovation projections?
How many new engineers, technicians, scientists or designers and creators have been hired over the last 2 years.
For example: a dashboard
What is the percentage of sales revenue is allocated to R&D? What percentage is allocated to innovation ?
Which departments benefit from creativity: R&D, marketing, production, planning processes, other?
What portion of capital invested in innovations is not part of the core business? What percentage of senior managers time is spend on innovation? What is the annual target for launching new products?
Did we apply for any demand, yes or no?
The percentage of time spent discussing the corporate vision of the future: Is an average of 3% of the executive time allocated to building a corporate view of the future, use the 40-30-20 Rule, which is 40% x30% x20% = 2.4%? Allocate 1 point for every 10% estimated.
Do we have a list of all our IP? Are all departments of the company aware of this IP list?
What costs and benefits to the organization are generated by IP? Do we have a strategy to market secondary applications by licensing or other means ?
Are we able to establish a list of employees and external partners (e.g., customers, sales, suppliers, competitors) representing an outstanding creative contribution to our business?
Is there a backup plan and is it current?
Yes or No? Do we have dedicated ressources for Intelligence strategies ?
Yes or no?
Allow 1 point for each well-defined segment
Do we have a strategy on how to integrate social networks, web based tools?
Are we planning to open new markets ? Allow 1 point for each 10%.
The national market represents what % of our sales? Allow 1 point for each 10%.
Allow 1 point for each 10%.
Strategic alliances (negotiated contracts with distributors, manufacturers’ agents) represents what % of income? Alliances defined in time, by geographical area, by anticipated volume. Territorial scope and boundaries set by agreements
Who are our creative competitors? What do we know about the most creative organizations in the industry?
In addition to the return on investment arguments, will our impact assessment tools that we have at the client meet their specific needs? Should the client justify our value to its decision makers ?
An assessment of economic and technical risks is completed for each market segment
In the case of a newly launch product, do we consider cannibalizing one market to enhance a second market ?
How much time do we have to respond to increasing competition? What is the market lead time?
Can we define innovation strategies for each activity sector in the business? Do we assess and revise business models per unite regularly? Allow 1 point for each field of activity identified
Do we measure the increase in absorption capacity and scientific resources? Do metrics and a control system (dashboard) exist for evaluation of scientific resources? Is the monitoring and dashboard working effectively as applied to the strategic corporate growth plan ?
What percentage of the budget is allocated to marketing, internal and external communications, advertising, and branding?
As application for tax credits for R & D been made during last year or in the past? If so, are we going to seek the maximum R & D tax credits to which we are entitled?
Do we have revision policies with our suppliers ?
Do we know the impact of rapid growth and of opportunity costs ( e.g., impact on the purchase of equipment or delivery requirements, capital needs, skilled labor costs, needs for raw material or storage)? Is there a need to refinance (e.g., a greater line of credit is required) to increase product
Innovation contributes to the generation of revenue from sales Allow 1 point for each 10%
Will we exceed capacity? Do we anticipate growth strategy? Will our suppliers and assets be able to support our growth strategy?
The product/service development process is well defined and material resource needs are properly identified.Do timely brand reviews occur and allow the realization of innovations? New forms of innovation exist (e.g., processes that will reduce costs or innovative management approaches) to overcome daily challenges?
A ISO, HACCP quality approach are established
Is the company up to date with current safety and environmental standards? If this is not the case, are we planning capital budgets to undertake the necessary work??
Ethic policies: Do we have clearly understood policies related to sustainable development, eco-efficiency, eco-development and life cycle management?
Do we have a rewards system, recognition and performance management? Do we adjust the organizational structure to execute the strategy?Are we using the right management processes for the different types of innovation? Do we adjust the organizational structure to execute the strategy?
Is work structured and adjusted in the organization to encourage innovation? Are collaborative teams trained in open innovation? Does collaboration and with other research centers occur? Is feedback documented?
Are select creative talents recruited to support the innovation strategy? Do we have talent management systems and do we review the results continually? Are the implementation rules adjusted according to the needs of the target market? Do we know how to recruit the best employees in the industry?
Intégration or buddy system
Does systematic transfer of corporate memory and knowledge occur? Does the organizational structure clearly reflect the responsibilities and tasks of future employees?
Do training systems have established performance measures? Is the staff trained in risk management. What is our absorption capacity?
Are change management programs, team leaders, communication systems, etc. in place and fully operational?
Do we achieve a balance between the efforts to reach current customers and to develop a new clientele?
The analysis of comments on customer experiences from different systematic sources helps identify weaknesses and opportunities for improvement and differentiation.
We analyze the customer's "lifetime value" by projecting the amount of revenue generated by a single customer for the company for the time they remain customers. V2C ($) = (average selling price per customer × average number of times the customer buys per month) / monthly customer termination rate)
Prospects are attracted by strategic web content. Are we using a technology watch and competitive intelligence system that has enabled us to detect new business opportunities? The interest of the prospects is captured by the CRM.
The marketing qualifies the 'leads'. Leads are sorted and qualified an
Do we consciously understand all the different steps involved in the sales cycle?
What percentage of sales resulted from new products? Allow 1 point for each 10%
Does the methodology for complex sales align with good project management practices and medium to long term sales goals?
Do we know the process we have to go through ? Is technological buy-in required?
we measure our customer retention : gains-loss = retention volume
Can established ICT systems support organizational growth goals for the coming years?
Do the ICT technologies used allow us to gain a competitive advantage?
Do we analyze the results ? Do we have an analysis dedicated to review results and relay the information ?
Are we able to evaluate progress in real time? Are projects on time, on budget, documented, and followed-up?
Customer satisfaction is typically measured by a customer feedback survey represented on a scale of 0 to 100 percent. If the scale goes from 1 to 5, only customers who scored 4 or 5 should be considered satisfied.
Does our ICT support revenue generation? Do our digital systems help to reduce costs of sales? Is data shared between departments (e.g., marketing, engineering, production, finance, legal, etc.)?
What does he do better than others? Quality of prospects? Handle dossiers? Close well? Identify prospect? His good results?
Do our customers appreciate the personal contact with our company before the sale, during the sale and after the sale?
Do we know all of our customers? How many customer groups have we studied? Do we know the purchasing power of a customer?
Specific-Measurable-Achievable-Realistic-Time : Are our ICTs income generators? Do our systems help reduce sales costs? Is the data shared between the departments: marketing, engineering, production, finance, legal, etc.?