Innovation Management

‘New ways of creating new value’,  that is the modern definition of innovation that most innovative organisations embrace today. Innovation has continued to gain meaningful significance in organisations as a way to grow. This is evidenced by the increasing number of publications on innovation and innovation management and the creation of diverse roles required to manage innovation. However, many efforts to date, to both certify and study innovation have left the discipline of innovation fragmented and overly diverse.

Assessing Innovation in an organisation

Innovation has become important and critical in every organisation. However, many organisations do not know what they should do or where to start. Our quick-cycle Innovation Organisation Audit tool is designed to help your organisation identify where it is right now and where it should focus its efforts. Assessment and guidance from our innovation experts can help you identify and develop solutions for specific innovation challenges. Our Innovation Organisation Audit focuses on three broad types of capabilities required to manage innovation across the organisation:

  • Innovation Strategy – why, where and when to innovate. Is there a clear innovation intent?
  • Innovation Capacity – process, people, resources. Do we have what is required to innovate?
  • Innovation Discipline – leadership, culture and metrics. Is the culture of the organisation fostering innovation?


Through this audit, we can help you:

  • Gain an understanding and agree on where the organisation is in terms of innovation and understand key strengths, weaknesses, enablers and barriers.
  • Understand best practices and gaps for your organisation to realistically target and close.
  • Set the right projections and gap fit activities that will force leaders and managers to allocate the minimum appropriate/best resources to move the needle.

Get certified in Innovation Management – by the GIM Institute

This certified course is offered for the first time in the GCC countries, and represents a unique opportunity to get access to the prestigious Innovation Management Certification, accredited by the respected Global Innovation Management Institute (GIMI). It will help you to start your journey towards innovation, teaching you about the use of idea generation, the tools needed, and how to apply them in creating more and better ideas.

GIMI programme is run at top business schools and universities across the globe such as:

  • Hult Business School
  • Singapore Management University
  • Rotman School of Management (University of Toronto)
  • Thunderbird School of Global Management
  • Haskayne School of Business (University of Calgary)
  • Yonsei University
More info about GIMI Certification Course

About the Global Innovation Management Institute

Global Innovation Management Institute is the global standard certification board for innovation and innovation management.

Over 200 Fortune 500 companies have participated in developing competencies in innovation based on the innovation frameworks and processes of GIM Institute. Companies such as Johnson Controls, Cigna, Natura, Verizon, EmiratesNBD, BAE Systems, Bunge, P&G, Eastman Chemical, Alibaba and many others around the world have been trained. Additionally, over 10,000 MBA students worldwide have developed mastery of innovation through the structured courses and manuals of GIM Institute. We have delivered innovation training at top MBA universities such as Yonsei University, Rotman School of Management, Singapore Management University, Thunderbird School of Global Management and Hult International Business School.

The innovation frameworks are developed, approved and endorsed by innovation experts, leading management consulting firms, academia and industry practitioners. Four levels of mastery certificates are available.

Learn more about GIMI here

What the Experts are Saying

Demystifying Innovation Breakthroughs
January 1, 2015 by Dr Hitendra Patel

I want to demystify innovation and share with you a simple framework to create your own innovation breakthroughs. This framework was developed based on our research and analysis of similarities and difference of over a hundred innovation breakthroughs across industries and geographies. Read on if you would like to know what took us a year of hard work, long nights and rich debates to discover.

Our first observation was that many of the innovation breakthroughs were similar and could be grouped together into at least ten categories like Going Green where companies like GE and BP were creating water desalination plants and solar energy solutions for Libya and Philippines, respectively. Another category was Customized Comfort where companies like Adidas and Starbucks were able to mass produce products and yet make each product customized for each customer. Another example was Building Blocks where companies like eBay and YouTube provided basic infrastructure for everyone to co-create new solutions and value. The other seven categories were Neglected Niche, Providing Protection, Simply Sufficient, Intel Inside, Always Available, Trusted Transactions, Customized Comfort, Simply Sufficient and Expensive Expendables.

Further analyses showed that innovations within a category were also leveraging similar capabilities and similar tactics. Going Green innovations were all around targeting underserved markets with solutions that were inferior in the developed world but were actually superior when comparing to having nothing at all. Similarly, Customized Comfort innovations were all around branding, having a standardize platform and postponing the customization until the end. In the case of Building Blocks, the innovations provided simple and non-invasive governance for individuals to interact within their environment and a high trust in the creativity of individuals to find applications.
Based on this finding, we asked ourselves whether any company could generate breakthrough innovations by ideating around a category and then executing on the best idea by following similar tactics and acquiring the needed capabilities. The answer to that question was a No. We found that it was possible to generate ideas using this technique but most of them were easy to replicate by others or did not appear to have sustaining market demand. So what was it that we had missed?

When we had categorized the innovation breakthroughs, we had observed that many of the innovation breakthroughs fit in multiple categories. We also had remarked that some of the categories were similar in nature in terms of them being around a market segment or focusing on some trends or using some specific business model. Further examination showed that the ten categories could actually be further grouped as

(1) New Sustaining Trend: Always Available, Neglected Niche, Going Green and Trusted Transactions

(2) Basic Human Need: Customized Comfort, Providing Protection and Simply Sufficient

(3) Business Models: Intel Inside, Building Blocks and Expensive Expendables

Interestingly, we also found that each of the innovation breakthroughs had also been bucketed into one mega sustaining trend category, one basic human need category and one business model category. The iPod was based on being Always Available (iTunes, portable), Customized Comfort (my songs, my pictures) and Expensive Expendables ($1 downloadable songs). The Tata car was based on Neglected Niche (poor of India), Providing Protection (unsafe transportation) and Building Blocks (dealerships manufacture the cars). The insight was that sustainable innovations are based on a mega trend, must serve a basic human need and must have a viable business model.

We were still missing how eBay and Enterprise car rental created creating barriers to entry in a way that there was no number two. The final piece of the puzzle was made clear that these companies were bundling their competences and those of their partners in a similar way. Apparently, that differentiation was sufficient to confuse fast-followers. Pepsi entered the healthy beverage market through the Smart Spot utilizing partnerships with other healthy product companies, vending machine companies and health organization to make its claim credible. This was a system that coke cannot easily replicate. Similarly, Enterprise built partnerships with insurance companies and dealership to serve as referrals for people looking for a car rental and internal training to really “pick you up”.

To have an innovation breakthrough, it must (1) be based on sustaining trend, (2) serve a basic human need, (3) must have a profitable business model and (4) combine the company assets and those of a partners in a unique way. If you are going to use this framework, then you may want to consider the following specific trends around sustainability, mobility and connectivity, bottom of the pyramid and trusted transactions; the following human needs around customization or personalization, safety or simplicity; and business models that depends on co-creation, bait and hook or branding.

About the Author:
Hitendra is the Managing Director of the Center for Innovation, a global innovation consulting company based in Cambridge, MA. He has helped over 50 global companies and their executive teams build innovation capabilities and get innovation results. He has helped drive innovation transformation initiatives at companies like Johnson Controls, Hewlett Packard, LG,, CEMEX, Cadbury, Verizon, and P&G. He understands how to make innovation real from the top-down and bottom-up in complex and large organizations. Learn more about Hitendra Patel

Media – Where Good Ideas come From?

Have you ever wondered where good ideas come from? – take a look at this fantastic video by innovation researcher Steven Johnson.