While it is generally acknowledged that innovation is important and shareholders' profits are worth it, it is not well understood how to become innovations. Innovation audits review existing practices that allow the consultant to advise on other and additional measures and technologies that companies can accept to improve and maximize their innovation capabilities.
The prerequisite paragraph completes the detailed ratione for review of innovation. They are designed to help companies understand their current innovation practices and how they could improve or improve. Indeed, the review can describe certain methods that are actually preventing innovation and need to be reduced or discontinued. Why? All companies interested in growth must explore how they can be new and it is an ever-expanding recognition that innovation capacity is one of the key factors in long-term economics and survival. Companies will therefore all want to improve their processes to maximize their innovation capabilities and maximize potential for growth.
All planning systems should support innovation. Business management needs a way to review the company's innovative technology so that they can sense the performance of the innovation process and as there may be a shortage. The Audit Review is a proven method of improving innovation. It deals with key indicators, strengths strengths and weaknesses, and defines ways to improve innovation through the organization.
The daughter meeting tells you what works well in terms of culture, processes, communication and actions. It also analyzes what hinders innovation.
The outcome of the audit should be a clear description of problems and obstacles to innovation. It allows you to significantly improve the culture and process of innovation within your organization. It should also lead to increased interest in the organization, leading to innovations and entrepreneurship institutions that celebrate and initiate change. All that leads to the ability to implement new ideas to generate income or reduce costs.
Summary of Audit Revenue Benefits is as follows:
· It increases the company's innovative capabilities;
· It defines the opportunity to enhance innovation;
· It explains where the agency needs to focus on maximizing innovation;
· It involves innovation in business processes;
· It can be based on individuals & # 39; creativity to be innovative;
· It is possible to identify and control obstacles that oppress creativity and innovation;
· It promotes innovation in the culture of the organization; and
· It can coordinate the organization for common purposes and actions.
Askable questions can be asked:
· Innovation Policy
o Is an innovation policy?
o Does the innovation support the company's strategy?
o Is the innovation strategy known and understood through the organization?
· Idea Production
o Are Ideas Can Be Employed?
o Are ideas submitted from different levels and departments?
o How many ideas were sent in the past twelve months?
o Are financial and sensorial techniques used to select a project?
o Are appropriate methods for evaluating a potential project?
o Are decisions made quickly?
o Is an appropriate projection tool?
o Is the appropriate method of studying from a project?
o Are there links between relevant departments?
o Does the Agency sponsor innovation?
o Make individuals & # 39; Have innovation goals and goals?
o Are you benefiting and acknowledging innovation?
Review can be linked at different levels. One level is a survey online that customers and their staff have completed. Such a survey could be based on the following five areas:
- Innovation policy – why, what, where, when;
- Idea production – creation;
- Select – as;
- Implementation – make it happen;
- Organization – how.
The answers are then analyzed and submitted to the client for the submission of resolutions and recommendations.
The second level supports the web browsing referred to above as the starting point. Once this has been completed and analyzed, face-to-face interviews were scheduled by selected employees. This gives a detailed factual basis that allows you to draw conclusions, insights and suggestions.
Other examples of audit methods
The Innovation Department considers the following four headings:
- Policy on innovation and technology of new product (need for new products to bind business goals);
- Resources: Commitment and asset management (the asset needs maximum profitability, balance of projects – risks, markets, technology, etc., and strong links between efforts and policies);
- Ideology: Stage-Gate®;
- Climate, culture, teams and leadership.
The choice is to approve the McKinsey 7S framework based on:
- Policy – which addresses questions about policy, innovation and changes;
- Structure – it's about roles and duties;
- System – It looks like the process of managing the organization & # 39; actions;
- Skills – this reviews the talent within the organization and defines what gaps are in the talent;
- Staff – this consultant staff and team members;
- Style – this responds to the planning of culture and equipment;
- Common values - this also affects the culture, vision, rewards and attitudes of employees.
The third technique is to consider the following five broad headings:
- Strategy and leadership;
- Organization and culture;
- Organization and selection;
- Structure and presentation;
- Communication and collaboration.
A further approach is to simulate the innovation of fruit trees that produce super harvest (results). Such crops result from the way it is given (with roots) and what supports the tree environment. Within the organization are the roots of people, groups, teams, leadership and innovation. The environment is its culture. The results address the organization's profitability in incremental and revolutionary ways, how it develops its ideas, management teams, decision-making and learning.
Another approach combines the amount and amount of data permissions to give a full picture of the strengths and weaknesses of the company. It uses interviews, evaluating financial data, reviewing relevant project documents and customized market research to evaluate overall innovation and identifying factors that could contribute to poor performance. This approach looks at the Agency's innovative performance to date, the agency's ability to meet relevant activities (policy, creativity, selection, development, utilization and resources). It's an overview of leadership and management attitude towards innovation.
All these different methodologies generally follow similar limits. They ask questions to understand the organization's processes, attitudes and morals. They use surveys and interviews in organized form, under similar headings.
Finally, innovation reviews are examining existing innovation methods. Such an understanding allows the consultant to advise on other measures and methods that companies can accept to increase and maximize their innovation capabilities.