The way in which people are organized and empowered to carry out innovations in support of enterprise and innovation objectives.
The specialized structures that support (in some companies and circumstances) specific stages or parts of the innovation processes
- Specific internal structures designed to support the innovation processes exist such as internal incubators, accelerators, and labs.
- These structures are thoughtfully linked to a greater or lesser extent to the core business (depending on the type and purpose of the initiatives involved) while enabling and reinforcing innovation-driven growth best practices .
- All innovation structures define roles and responsibilities that are clearly established.
The structures that enable governance mechanisms to ensure that innovation initiatives contribute to the objectives of the enterprise
- Specific governing bodies with the right mix of people and skills to oversee and evaluate innovation initiatives are established.
- Active participation of leaders in innovation processes at key events such as progress reviews or alignment meetings .
- Oversight and decision-making of spending, audit and compliance, forecasting expenses, and measurement are carried out .
- It is clear who makes –and is held accountable for– what decisions.
The configuration of teams that discover insights, design concepts and develop solutions to deliver new value
- Autonomous, self-organized, multi-disciplinary teams, with the right mix of people, carry out the innovation activities of initiatives .
- Well-defined missions enable autonomous teams to focus on meeting their objectives .
- Roles and responsibilities for team members are clearly established.