Seeds Global Innovation Lab

Innovation Culture Assessment

Introduction

The assessment tool is divided into four elements: (1) Strategy, (2) People & Culture, (3) Processes & Tools, and (4) Metrics. Each element has a significant impact on the overall success of your organization's innovation culture. Through this assessment, you will identify what you are doing well and perhaps, what needs some work. You will be provided a weighted overall score, as well as element scores along with a determination of the stage you are in. Descriptions of the stages will be provided upon scoring.

Instructions

1. Use the tabs below to complete each element
2. Evaluate the statements scaling from 1 (lowest) to 5 (highest)
3. Select the "Results" tab to obtain the overall score

Strategy
People & Culture
Processes & Tools
Metrics

Strategy

Strategy
People & Culture
Processes & Tools
Metrics

People & Culture

Strategy
People & Culture
Processes & Tools
Metrics

Processes & Tools

Strategy
People & Culture
Processes & Tools
Metrics

Metrics

Strategy
People & Culture
Processes & Tools
Metrics

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Results

Strategy

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People & Culture

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Processes & Tools

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Metrics

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Weighted Score

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Innovation Culture Assessment

Print Results

Overall Score :

Initial

Overall Score :

Moderate

Overall Score :

Advanced

Strategy Stage:
Initial
Strategy Stage: Review:
Integrating innovation into all components of an organization takes time and significant effort. You are embarking on this journey now. As you begin evaluating how to do this, you’ll need to consider three pieces: (1) diffusion of concepts/language at all levels, (2) leveraging cross-team collaboration and diversity, and (3) how innovation will feed your overall strategy. Once you have considered these components, you’ll want to begin developing a change management strategy to guide the process.
Strategy : Initial
Integrating innovation into all components of an organization takes time and significant effort. You are embarking on this journey now. As you begin evaluating how to do this, you’ll need to consider three pieces: (1) diffusion of concepts/language at all levels, (2) leveraging cross-team collaboration and diversity, and (3) how innovation will feed your overall strategy. Once you have considered these components, you’ll want to begin developing a change management strategy to guide the process.
Strategy Stage:
Moderate
Strategy Stage: Review:
You’ve already put some of the pieces of the puzzle together, but there’s still a ways to go. Typically, when an organization is “Moderate” in its strategy there is a lack of either leadership support, cross-team collaboration or intentionality of diversity. These issues are a direct result of not building out an effective strategy for cultivating a culture of innovation. A great starting point here is to revisit plan; not just your tactics, but your overall strategy. In the review, consider what areas of the three aforementioned components you are missing and devise tactics to address them.
Strategy : Moderate
You’ve already put some of the pieces of the puzzle together, but there’s still a ways to go. Typically, when an organization is “Moderate” in its strategy there is a lack of either leadership support, cross-team collaboration or intentionality of diversity. These issues are a direct result of not building out an effective strategy for cultivating a culture of innovation. A great starting point here is to revisit plan; not just your tactics, but your overall strategy. In the review, consider what areas of the three aforementioned components you are missing and devise tactics to address them.
Strategy Stage:
Advanced
Strategy Stage: Review:
Having tools and processes are an outcome of an established culture of innovation. It is unlikely for an organization to have a well-defined process for innovation yet did not have a solid Strategy or People & Culture first. As such, if you’re at the “Initial” stage of Processes & Tools, you must first look at your Strategy and People and Culture scores. In the event you scored well in the first two components, then you must begin the journey of discovering which process(es) and tool(s) will fit your needs the best. If, however, you did not score well in the first two components, focus your attention on those first before spending significant time choosing processes and tools.
Strategy : Advanced
Having tools and processes are an outcome of an established culture of innovation. It is unlikely for an organization to have a well-defined process for innovation yet did not have a solid Strategy or People & Culture first. As such, if you’re at the “Initial” stage of Processes & Tools, you must first look at your Strategy and People and Culture scores. In the event you scored well in the first two components, then you must begin the journey of discovering which process(es) and tool(s) will fit your needs the best. If, however, you did not score well in the first two components, focus your attention on those first before spending significant time choosing processes and tools.
People & Culture
Initial
People & Culture Review:
It comes as no surprise that the culture of an organization is made up of the beliefs and values of the people within that organization. Yet, we often underestimate the role that leadership play in helping shape that culture. Every decision leadership makes as an impact on the culture – indeed, even the absence of a decision. During the initial stage of creating a culture of innovation, leadership plays a critical role. Leaders must communicate in word and action the belief that innovation is imperative. The best decision you can make in the initial stage of People & Culture is to develop a communication strategy that will help the people of the organization hear that message.
People & Culture : Initial
It comes as no surprise that the culture of an organization is made up of the beliefs and values of the people within that organization. Yet, we often underestimate the role that leadership play in helping shape that culture. Every decision leadership makes as an impact on the culture – indeed, even the absence of a decision. During the initial stage of creating a culture of innovation, leadership plays a critical role. Leaders must communicate in word and action the belief that innovation is imperative. The best decision you can make in the initial stage of People & Culture is to develop a communication strategy that will help the people of the organization hear that message.
People & Culture
Moderate
People & Culture Review:
You’re at a tipping point within People & Culture. You have some of the basic necessities, but you have to drive the point home that innovation is a priority in the organization. If people don’t hear and see that message, it is only natural to default to business as usual. Communicating the importance of innovation is only one step, however. Leaders must inspire and encourage the organization to try new things. This requires the leader to have confidence in the competency of his/her employees. We must begin there to get over the hump.
People & Culture : Moderate
You’re at a tipping point within People & Culture. You have some of the basic necessities, but you have to drive the point home that innovation is a priority in the organization. If people don’t hear and see that message, it is only natural to default to business as usual. Communicating the importance of innovation is only one step, however. Leaders must inspire and encourage the organization to try new things. This requires the leader to have confidence in the competency of his/her employees. We must begin there to get over the hump.
People & Culture
Advanced
People & Culture Review:
This is your greatest asset in creating a culture of innovation. Use it! If the organization knows how much their leaders value innovation, they will be inspired to try out new things themselves. One of the most commonly overlooked components of those with an “Advanced” People & Culture component is deliberately cross collaborating. It’s not intuitive, but we need to invite people from other departments (both those with significant and minimal experience in the area) to join the team. New discoveries and new relationships will be developed. Cross team collaboration will take the culture of innovation to a new level.
People & Culture : Advanced
This is your greatest asset in creating a culture of innovation. Use it! If the organization knows how much their leaders value innovation, they will be inspired to try out new things themselves. One of the most commonly overlooked components of those with an “Advanced” People & Culture component is deliberately cross collaborating. It’s not intuitive, but we need to invite people from other departments (both those with significant and minimal experience in the area) to join the team. New discoveries and new relationships will be developed. Cross team collaboration will take the culture of innovation to a new level.
Processes & Tools
Initial
Processes & Tools Review:
Having tools and processes are an outcome of an established culture of innovation. It is unlikely for an organization to have a well-defined process for innovation yet did not have a solid Strategy or People & Culture first. As such, if you’re at the “Initial” stage of Processes & Tools, you must first look at your Strategy and People and Culture scores. In the event you scored well in the first two components, then you must begin the journey of discovering which process(es) and tool(s) will fit your needs the best. If, however, you did not score well in the first two components, focus your attention on those first before spending significant time choosing processes and tools.
Processes & Tools : Initial
Having tools and processes are an outcome of an established culture of innovation. It is unlikely for an organization to have a well-defined process for innovation yet did not have a solid Strategy or People & Culture first. As such, if you’re at the “Initial” stage of Processes & Tools, you must first look at your Strategy and People and Culture scores. In the event you scored well in the first two components, then you must begin the journey of discovering which process(es) and tool(s) will fit your needs the best. If, however, you did not score well in the first two components, focus your attention on those first before spending significant time choosing processes and tools.
Processes & Tools
Moderate
Processes & Tools Review:
Scoring “Moderate” in Processes & Tools often times means there is not clarity and consistency around processes and tools you are currently using. Moreover, if there is not clarity and consistency, its likely tied back to your Strategy score. A clear strategy around innovation will lead the organization to choose which processes and tools are best suited for their needs. If leadership is not revisiting or discussing this regularly, clarity and consistency is unlikely. Therefore, the next step is to rally the team and make decisions around which processes and tools your organization will utilize moving forward. In short, have a conversation!
Processes & Tools : Moderate
Scoring “Moderate” in Processes & Tools often times means there is not clarity and consistency around processes and tools you are currently using. Moreover, if there is not clarity and consistency, its likely tied back to your Strategy score. A clear strategy around innovation will lead the organization to choose which processes and tools are best suited for their needs. If leadership is not revisiting or discussing this regularly, clarity and consistency is unlikely. Therefore, the next step is to rally the team and make decisions around which processes and tools your organization will utilize moving forward. In short, have a conversation!
Processes & Tools
Advanced
Processes & Tools Review:
Scoring “Advanced” in Processes & Tools is a clear indicator that you have had the necessary conversations to know which processes and tools are best for your organization. That’s indicative of the fact your organization has made great efforts in this component. Where issues sometimes arise, however, is choosing a process or tool without first having a well-established Strategy or People & Culture. To deal with this, check your scores in those components. If you scored well, move on. If you scored “Moderate” or “Initial” in either, review those areas first then reassess your processes and tools to verify they’re in line.
Processes & Tools : Advanced
Scoring “Advanced” in Processes & Tools is a clear indicator that you have had the necessary conversations to know which processes and tools are best for your organization. That’s indicative of the fact your organization has made great efforts in this component. Where issues sometimes arise, however, is choosing a process or tool without first having a well-established Strategy or People & Culture. To deal with this, check your scores in those components. If you scored well, move on. If you scored “Moderate” or “Initial” in either, review those areas first then reassess your processes and tools to verify they’re in line.
Metrics
Initial
Metrics Review:
Metrics are typically the last thing to be developed well when creating a culture of innovation. That is often a result of not knowing which areas to measure. It’s helpful to start with some basic metrics (e.g. quantity of innovation projects, time spent on innovation, individuals trained in innovation). You can build upon these initial metrics as you move forward. If you aren’t actively tracking basic metrics, we suggest you start there. A helpful hint is to remember that Metrics should include both quantitative and qualitative measures.
Metrics : Initial
Metrics are typically the last thing to be developed well when creating a culture of innovation. That is often a result of not knowing which areas to measure. It’s helpful to start with some basic metrics (e.g. quantity of innovation projects, time spent on innovation, individuals trained in innovation). You can build upon these initial metrics as you move forward. If you aren’t actively tracking basic metrics, we suggest you start there. A helpful hint is to remember that Metrics should include both quantitative and qualitative measures.
Metrics
Moderate
Metrics Review:
Metrics are typically the last thing to be wholesomely developed when creating a culture of innovation. You’re currently measuring the basics but haven’t yet moved into some of the metrics that will greatly benefit your organization. You need to know overall impacts such as ROI, time and money saved, and quality of work. It is easy to spend considerable time on the wrong projects. It’s imperative that an innovation team, in collaboration with leadership’s strategy, determines which projects are projected to have the greatest ROI. It takes time to identify those areas, but you’ll get there if you begin to track now. And don’t forget that Metrics includes both quantitative and qualitative measures.
Metrics : Moderate
Metrics are typically the last thing to be wholesomely developed when creating a culture of innovation. You’re currently measuring the basics but haven’t yet moved into some of the metrics that will greatly benefit your organization. You need to know overall impacts such as ROI, time and money saved, and quality of work. It is easy to spend considerable time on the wrong projects. It’s imperative that an innovation team, in collaboration with leadership’s strategy, determines which projects are projected to have the greatest ROI. It takes time to identify those areas, but you’ll get there if you begin to track now. And don’t forget that Metrics includes both quantitative and qualitative measures.
Metrics
Advanced
Metrics Review:
You’re measuring extremely well. Congratulations! This is uncommon, for sure. To be considered “Advanced” in Metrics, you know what projects provide the greatest ROI in your organization, provide the greatest quantities of time and money saved and what brings about the highest quality of work. It was no short feat to have achieved such a goal. It is important to continually review your metrics and make sure you are not only tracking what brings about the greatest ROI, but what also is aligned or misaligned with your overall innovation strategy. You may be excelling in one area that is not considered essential by leadership. Gently guide your innovations back on track if this becomes an issue in the future.
Metrics : Advanced
You’re measuring extremely well. Congratulations! This is uncommon, for sure. To be considered “Advanced” in Metrics, you know what projects provide the greatest ROI in your organization, provide the greatest quantities of time and money saved and what brings about the highest quality of work. It was no short feat to have achieved such a goal. It is important to continually review your metrics and make sure you are not only tracking what brings about the greatest ROI, but what also is aligned or misaligned with your overall innovation strategy. You may be excelling in one area that is not considered essential by leadership. Gently guide your innovations back on track if this becomes an issue in the future.

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