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Processes

The management objectives define the main processes that an IM program under the CICM model should include. This involves a number of processes, starting with adopting the appropriate strat­egy at the strategic level and using it to decide what goes into the innovation portfolio. To proceed to the operational level, certain structural changes are needed to enable network-based innovation through the recognition of competence centers and creation of an alliances portfolio and a central unit to manage the internal and external networks. The operational level also includes effecting the necessary cultural changes and providing the enabling practices for tapping into the organizational IC. Exhibit 12.1 presents a framework for implementation. Though according to Exhibit 12.1 these methods are best suited for specific innovation strategies, they still have a general application depending on changing business needs and objectives. The main processes are:

• Preparatory level

• Process 1. Gap analysis - before getting started with implementing IM it is important
to find the "is" and compare it to the "should" position.

• Strategic level

•   Process 2. Deciding on the innovation strategy that best fits the organization's situation and vision.

•   Process 3. Creating and managing a balanced portfolio mix of innovation projects across the whole organization. The mix should reflect the innovation strategy, and enable effective resource allocation and risk management.

Operational level

•   Process 4. Effecting the structural changes required to create and manage internal competence centers and the portfolio of external alliances. This includes setting the policies on which teams will be formed and allocated, and alliances sought and formed.

•   Process 5. Effecting the required cultural change through a system that fosters employ­ees' implementation of ideas for the improvement of business processes and job per­formance.

•   Process 6. Implementing the appropriate methods to tap into human capital for ideas for new products. This also involves maintaining a database of ideas to form a pool that the organization can access when needed.

•   Process 7. Implementing the appropriate methods to tap into customer capital, depend­ing on the level of innovativeness required and the overall approach to customer rela­tions. It is important to determine what the term customer refers to, and align methods implemented here with the innovation strategy. In this guide, only the Lead User method will be outlined.

•   Process 8. Choosing the right tools to enable effective management of technology and technical/patent intelligence activities.

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