Innovation audit introduction v3.2

Rod Willis – Assentire Ltd © 2013 0

Innovation Audit

For

Behavioural Change

Assentire Limited Innovation - Change - Facilitation Helping Organisations Grow Through Change


Rod Willis is an APECS Accredited Executive Coach

Assentire Ltd, PO Box 4481, Maidenhead, SL60 1FY, UK T: +44 (0) 1628 632 340 Jan 2014 M: +44 (0) 7788 457 202 www.assentire.net

[email protected]


Contents

INTRODUCTION 3 BACKGROUND 3 THE NEED FOR MEASUREMENT 4 RETURN ON INVESTMENT 4 CONCLUSION 5 ANY QUESTIONS 5 INNOVATION AUDIT DASHBOARD 6


Introduction The ‘Innovation Audit’ has been developed to help organisations gain new insight into how they are positioned regarding Learning, Agility and Flexibility. These are some of the key components for Innovative organisations. The audit explores yours and others perspectives of the organisational cultural and Eco-cycle. It adds a unique all-round perspective of your organisation, exploring how it has performed in the past in prior change programmes. Many organisations believe they already learn from their past or desire to enhance this behaviour. Some questions to hold,

How well do you respond to the dynamic demands of your market? Do you and others; have a dominant Performance or Learning Culture? know the 'Strategic Direction' of the company know where you are on the 'Organisational Eco- Cycle know how your profile looks in terms of the 8 domains of the 'Change Matrix’ PURPOSE, LEADERSHIP, CULTURE, MOTIVATION, COMMUNICATION,

MANAGEMENT, GROUP DYNAMIC, PERSONAL DYNAMIC

Background Many people recognise that sometimes organisations and people can look as if they are ‘stuck’, seemingly not wanting to change. We hear all too often, ‘People are Resistant to Change’. As a result of two evidence-based research projects, one was exploring how relationships impact the success of Information Systems and another on How Leaders Perceive Resistance to Change. We have developed a new way of exploring this space. This profile is available in two formats. One is in paper form, which is often used for a small number of participants. A report can then manually be created to enable the new insights to be shared. There is also an online version. This is ideal where there will be many participants. The online profile takes less than 30 minutes to answer the 90 or so questions. It has two advantages, as participants complete their input, they can look at the real-time reporting to see how the output is trending as more and more participants complete their input. For some organisations, this may be the first time they are able to see an accurate view of how the people across the organisation ‘see’ the organisation.


The need for measurement Another advantage of the online system is, we can create a report that provides statistical information, and understanding what the organisational ‘norms’ are. This then enable us to measure later on to compare and contrast. This creates an ideal basis for a change or developmental initiative across the organisation. Importantly providing a means to measure the impact of such a programme. We always need to keep in mind; measurement is just that, it is not judgment. We measure things so we can understand them better and then make informed decisions. Measurement is a means to support a process to come to an outcome; it is not the outcome in and of itself.

Return On Investment Those with robust leadership experience and judgment, often have the ability to ‘see’ what is occurring within their organisation, understanding what interventions and behaviours help the organisation as a whole, perform more effectively and efficiently. They have developed an acute ability to ‘read’ people and the market and lead the organisation with clear direction in the most productive manner. Within this context, this type of person is able to make the business case to invest in specific interventions, supporting personal and professional development. Bottom line, they can make the business case. In other situations, there is a need to provide ‘scaffolding’ for those developing this ability. This could be yourself, or your peers. This reality seems not to be consciously managed in many organisations we have worked with. As a result, the following scenario can unfold.

• Many developmental programmes gain sponsorship through what we refer to as the ‘belief-sell’. The sponsors truly believe it is the right thing to do.

• The challenge, if there is no measurement system in place, it becomes very difficult (maybe impossible) to establish an ROI calculation.

• As sponsors move on, and they do, then the initiative can become suddenly at risk.

• Importantly, this could mean all the investment (and potential gain to individuals and the organisation) becomes effectively discarded, as it is not understood, often due to the fact it was not measured.

• When you don’t measure something, you don’t know what you are letting go!

• By introducing a measurement system, you know what you have and you can now make informed decisions based on this.


Conclusion To know where to invest resources in any change programme can be a tough call. This profile starts you on that pathway by providing a unique opportunity of capturing your performing and learning culture; strategic direction and your overall capability in terms of how well can you Grow Through Change. If you want to increase the success rate of your change initiatives, enabling greater Innovation within the organisation, then you will need to try something different to what you have been doing. This approach is a simple way of starting your own Innovative leadership and management process.

Any questions If you want to know more about this profile, our approach, or our range of facilitated workshops to help you explore this and other material in an interactive group setting. Please make contact; our details are at the end of this document

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Rod Willis is an APECS Accredited Executive Coach

Assentire Ltd, PO Box 4481, Maidenhead, SL60 1FY, UK T: +44 (0) 1628 632 340 Jan 2014 M: +44 (0) 7788 457 202 www.assentire.net

[email protected]

For further information, contact details

Innovation audit introduction v3.2

Business

Transcript of Innovation audit introduction v3.2