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[]
["CII RT 243 Innovation Maturity Model Evaluation Tool"]
[]
["Tab Descriptions"]
["Raw Scores tab – Use this tab to enter the data from individual surveys."]
["Summary Scores tab – Use this tab to initiate the macros in the spreadsheet and to view a summary of the overall weighted percentages for each of the eight innovation categories."]
["Top Issues tab – Use this tab to see the top ten survey questions. These questions relate to the areas in your organization with the highest potential for improvement of innovation capability. This page also contains brief recommendations for pursuing improvement."]
["Improvement Potential tab – Use this tab to see the improvement potential rating for each of the questions in the survey."]
["IP Rankings tab – Use this tab to see the questions in the survey, ranked according to potential for improvement."]
["Individual Survey tab – This tab shows the text of the survey that should be sent to participants. (Be sure to distribute the IMM Individual Survey spreadsheet so survey participants do not receive all of the other tabs in this file.)"]
[]
[]
["Instructions for using this file"]
[]
["1. Use the following guidelines to decide who should be asked to complete the survey:"]
["a. At least 20 completed surveys are desirable, perhaps as high as 50 in large organizations."]
["b. The sample of employees asked to complete the survey should be representative of the entire organization. If you wish to compare the aggregated results from one group with the results of another group (e.g., employees at different locations or at different levels of responsibility), you can either compile separate results spreadsheets for each group or insert a demographic question (i.e., a question that will allow you to identify which group the survey participant belongs to) into the spreadsheet. This question could allow cross-tab analysis for those familiar with the Excel statistics functions."]
["2. Forward the individual survey spreadsheet to all targeted participants by email or through an internal website that allows spreadsheets to be downloaded. Be sure to communicate why it is important they complete the survey, assure them that the survey will be anonymous, and provide the date on which the survey will close. Collect the surveys in such a manner that it is not possible to identify the individual who completed the survey."]
["Individual surveys should be anonymous as much as possible to reduce the risk of bias. (Employees often answer a question differently if they believe there is a chance that management will be able to see the answer.) One way to maintain anonymity is to have participants drop completed surveys in an electronic drop box. (The downside to this approach is that it is typically not possible to identify and follow up with individuals who have not yet completed the survey.) Another possible way is to have all completed surveys emailed to an administrative assistant who can be trusted to immediately save the survey into a repository using a non-identifiable title and delete the email to which the survey was attached. If the administrative assistant records who sent in a completed survey before deleting the email, reminders can still be sent to individuals who did not yet participate. It is important when using this process that all completed surveys remain in the repository until all surveys have been collected."]
["3. Compile the data by copying the values in cells C10 through C84 in each individual survey sheet, starting with column D and proceeding through AL as necessary in the Raw Scores tab of the IMM Results spreadsheet. "]
["4. Once all the individual values have been copied into the IMM Results spreadsheet, click on the black button labeled Calculate Improvement List on the Summary Scores tab to initiate the macros that will calculate the average scores for each question, calculate the weighted average score for each of the eight organizational attributes related to innovation, identify the five areas with the greatest potential for improving the organization’s innovation capability, and identify brief suggestions for improving each of these five areas."]
["5. Forward the compiled results spreadsheets to colleagues who will help analyze the results and decide which recommendations to implement and how to implement them."]
[]
["Copyright © 2011 Construction Industry Institute™."]
[]
["The University of Texas at Austin."]
[]
["CII members may reproduce and distribute this work internally in any medium at no cost to internal recipients. CII members are permitted to revise and adapt this work for their internal use provided an informational copy is furnished to CII."]
[]
["Available to non-members by purchase; however, no copies may be made or distributed and no modifications made without prior written permission from CII. Contact CII at https://www.construction-institute.org/catalog.htm to purchase copies. Volume discounts may be available."]
[]
["All CII Members, current students and faculty at a college or university are eligible to purchase CII products at member prices. Faculty and students at a college or university may reproduce and distribute this work without modification for educational use."]

{"sheet":"Raw Scores","index":1,"n_rows":84,"n_cols":38,"rows_kept":84,"cut":false,"hidden":false,"merged":[[60,0,67,0],[70,0,75,0],[78,0,83,0],[1,3,5,4],[9,0,17,0],[20,0,28,0],[31,0,39,0],[42,0,46,0],[49,0,57,0]]}
[]
[null,"CII RT 243 Innovation Maturity Model",null,"Paste individual survey results below, starting with column D and moving to the right until all data has been entered."]
[null,"Use this worksheet to enter the individual survey data."]
[null,"Specifically, copy cells C10-C84 from each individual survey into columns D-W. If more than 20 surveys are collected, simply adjust the range of cells in the average calculation in each of the 61 question rows. "]
[null,"Column D has sample data. Be sure to overwrite these values!"]
[null,"Once you have entered all data, go to the Summary Scores tab."]
[null,null,null,"Resp. 1","Resp. 2","Resp. 3","Resp. 4","Resp. 5","Resp. 6","Resp. 7","Resp. 8","Resp. 9","Resp. 10","Resp. 11","Resp. 12","Resp. 13","Resp. 14","Resp. 15","Resp. 16","Resp. 17","Resp. 18","Resp. 19","Resp. 20","Resp. 21","Resp. 22","Resp. 23","Resp. 24","Resp. 25","Resp. 26","Resp. 27","Resp. 28","Resp. 29","Resp. 30","Resp. 31","Resp. 32","Resp. 33","Resp. 34","Resp. 35"]
[]
[null,"Questions","Average Score"]
["Culture ","Q1. Our organization focuses on long-term relationships with employees at all levels.",{"$f":"AVERAGE(D10:W10)","v":3},3]
[null,"Q2. Innovations are discussed freely without regard to rank or position.",2,2]
[null,"Q3. Our organization is described as highly collaborative by employees, customers, and suppliers.",4,4]
[null,"Q4. Our organization actively solicits input from outside sources, including suppliers.",4,4]
[null,"Q5. Employees at all levels are encouraged to challenge current processes in order to continuously improve them.",3,3]
[null,"Q6. Employees suggesting innovations can be confident that their suggestions will be taken seriously.",5,5]
[null,"Q7. Employees throughout the organization trust their supervisors.",3,3]
[null,"Q8. Our recognition and reward system encourages cooperation across departments or functions.",3,3]
[null,"Q9. Innovation is encouraged, even if you cannot prevent your competitors from copying the idea.",2,2]
[]
[]
["Resources","Q10. Project personnel are enabled to participate in learning experiences outside of prescribed job responsibilities.",{"$f":"AVERAGE(D21:W21)","v":3},3]
[null,"Q11. Project personnel are allowed to have non-billable hours throughout the year to focus on innovative ideas.",3,3]
[null,"Q12. Leadership includes someone explicitly tasked with fostering and leading innovation.",5,5]
[null,"Q13. Innovative ideas are recognized and evaluated in employees' performance.",4,4]
[null,"Q14. Multi-discipline teams (i.e., teams with a mixture of professional backgrounds) are used to identify, analyze, and facilitate the use of innovations.",2,2]
[null,"Q15. Our organization values and encourages employee engagement in innovation-related activities.",5,5]
[null,"Q16. Our organization actively funds employee participation in seminars and structured research that lead to the application of innovative ideas.",3,3]
[null,"Q17. Funding for innovation is available from corporate sources, not just project budgets.",2,2]
[null,"Q18. Innovation-related activities can be pursued during normal working hours. Work days are not so full that innovation-related activities only occur outside normal working hours.",4,4]
[]
[]
["Risk Perspective","Q19. Innovation-related decisions are managed at the organizational level when appropriate.",{"$f":"AVERAGE(D32:W32)","v":4},4]
[null,"Q20. A quantitative method is used to assist the innovation decision-making process when appropriate.",2,2]
[null,"Q21. Innovations can be implemented on individual projects without the need for corporate approval.",3,3]
[null,"Q22. Our organization has incentives and/or ways to indemnify a project that is implementing an innovation.",5,5]
[null,"Q23. Risk-taking is recognized as a necessary part of encouraging and implementing new ideas.",4,4]
[null,"Q24. Failures and mistakes are viewed as opportunities for learning.",1,1]
[null,"Q25. Our organization spreads innovation-related risk across multiple projects.",2,2]
[null,"Q26. Leadership recognizes that innovations will often require multiple projects to achieve payback.",3,3]
[null,"Q27. Our organization adopts a life-cycle perspective when weighing innovation risks, costs, and benefits.",4,4]
[]
[]
["Customer Focus","Q28. Our organization effectively integrates customers in the development of the project or the product.",{"$f":"AVERAGE(D43:W43)","v":1},1]
[null,"Q29. Our organization anticipates the future needs of customers by looking beyond current requirements (e.g., technologies and processes)",{"$f":"AVERAGE(D44:W44)","v":5},5]
[null,"Q30. Project teams are more focused on satisfying end users than in meeting contractual requirements.",{"$f":"AVERAGE(D45:W45)","v":5},5]
[null,"Q31. Our organization places an emphasis on learning the customer's business in an attempt to find innovations that will help the customer.",{"$f":"AVERAGE(D46:W46)","v":4},4]
[null,"Q32. Our organization studies innovations implemented in other industries to determine if cross-industry adoption is possible.",{"$f":"AVERAGE(D47:W47)","v":3},3]
[]
[]
["Learning","Q33. Individuals within the organization aspire to expand their personal knowledge base.",{"$f":"AVERAGE(D50:W50)","v":2},2]
[null,"Q34. Individuals within the organization champion new ideas and promote the sharing of these new ideas.",5,5]
[null,"Q35. Leadership actively promotes and supports learning initiatives.",4,4]
[null,"Q36. Learning is a corporate value that is pervasive throughout the organization.",4,4]
[null,"Q37. Individuals actively share and transfer knowledge.",1,1]
[null,"Q38. Leadership removes technical or personnel obstacles that inhibit the sharing of knowledge.",4,4]
[null,"Q39. The culture of our organization demands learning.",3,3]
[null,"Q40. Our organization promotes learning specifically focused on creativity or abstract problem-solving.",3,3]
[null,"Q41. Communications skills are continuously developed with formal training throughout the organization.",4,4]
[]
[]
["Collaboration","Q42. Our organization has defined procedures for communicating ideas between disciplines and projects.",{"$f":"AVERAGE(D61:W61)","v":3},3]
[null,"Q43. Our organization has established communication channels with organizations outside the industry that are considered highly innovative.",2,2]
[null,"Q44. Our organization organizes idea-sharing forums involving employees from different divisions and geographical areas.",3,3]
[null,"Q45. Our organization partners with research organizations to foster new ideas.",5,5]
[null,"Q46. Our organization actively integrates supply chain partners to enhance long-term performance.",2,2]
[null,"Q47. Our organization has technology enablers to share ideas and enhance collaboration.",3,3]
[null,"Q48. Our organization expects individuals to share ideas through formal forums.",4,4]
[null,"Q49. Collaborative activities account for a substantial portion of individual performance evaluations.",1,1]
[]
[]
["Leadership","Q50. Leadership demonstrates the belief that innovation is critical for meeting increasingly challenging project goals.",{"$f":"AVERAGE(D71:W71)","v":3},3]
[null,"Q51. Leadership demonstrates the belief that innovation is critical for growing revenues and productivity.",4,4]
[null,"Q52. Leadership demonstrates the belief that innovation is important for attracting and retaining talented young employees.",1,1]
[null,"Q53. Leadership demonstrates the belief that innovation requires explicitly investing substantial resources into innovation-related activities.",2,2]
[null,"Q54. Leadership demonstrates the belief that innovation requires that occasional failures be tolerated in order to achieve long-term success.",3,3]
[null,"Q55. Leadership demonstrate the belief that successful innovations are often suggested by employees who are not top management or by individuals who are not employees of the firm.",3,3]
[]
[]
["Process Score","Q56. Our organization has structured and documented processes for idea generation and investigation.",{"$f":"AVERAGE(D79:W79)","v":2},2]
[null,"Q57. Our organization has a process for developing innovations before implementing them on projects, to improve the likelihood of success.",2,2]
[null,"Q58. Our organization has established processes for implementing innovations at the project and corporate levels.",2,2]
[null,"Q59. Our organization consistently follows, monitors, and measures against a defined innovation process.",3,3]
[null,"Q60. Our organization has an established process for obtaining corporate funds and resources to support innovation activities.",1,1]
[null,"Q61. Our organization has a process for ensuring that innovation-related learning from one project modifies behavior on subsequent projects.",4,4]

{"sheet":"Summary Scores","index":2,"n_rows":14,"n_cols":5,"rows_kept":14,"cut":false,"hidden":false,"merged":[]}
["Innovation Completion Scores"]
[]
["Click on the black button below to run IMM analysis. "]
[]
[null,"Raw Score","Achievement %","Case Raw Score Comparison","Case Achievement % Comparison"]
["Culture",{"$f":"'Improvement Potential'!I15","v":104},{"$f":"'Improvement Potential'!K15","v":0.6603174603174603},121.05,{"$f":"D6/157.5","v":0.76857142857142857}]
["Resources",{"$f":"'Improvement Potential'!I26","v":119.5},{"$f":"'Improvement Potential'!K26","v":0.69275362318840583},111.27,{"$f":"D7/172.5","v":0.6450434782608695}]
["Risk",{"$f":"'Improvement Potential'!I37","v":110.5},{"$f":"'Improvement Potential'!K37","v":0.63142857142857145},118.3,{"$f":"D8/175","v":0.67599999999999993}]
["Customer",{"$f":"'Improvement Potential'!I44","v":66.5},{"$f":"'Improvement Potential'!K44","v":0.73888888888888893},68.77,{"$f":"D9/90","v":0.76411111111111107}]
["Learning",{"$f":"'Improvement Potential'!I55","v":104},{"$f":"'Improvement Potential'!K55","v":0.67096774193548392},115.21,{"$f":"D10/155","v":0.74329032258064509}]
["Collaboration",{"$f":"'Improvement Potential'!I65","v":75.5},{"$f":"'Improvement Potential'!K65","v":0.59215686274509804},82.37,{"$f":"D11/127.5","v":0.64603921568627454}]
["Leadership",{"$f":"'Improvement Potential'!I73","v":65},{"$f":"'Improvement Potential'!K73","v":0.54166666666666663},86.57,{"$f":"D12/120","v":0.7214166666666666}]
["Processes",{"$f":"'Improvement Potential'!I81","v":45.5},{"$f":"'Improvement Potential'!K81","v":0.45500000000000002},61.96,{"$f":"D13/100","v":0.61960000000000004}]
[null,{"$f":"SUM(B6:B13)","v":690.5}]

{"sheet":"Top Issues","index":3,"n_rows":15,"n_cols":8,"rows_kept":15,"cut":false,"hidden":false,"merged":[]}
[]
[null,"Top Opportunities for Improving Innovation Capability"]
[null,"This list presents the ten questions for which this organization rated the lowest weighted scores and therefore represent the greatest potential for improvement."]
[]
["No.","Question","Average","Max Score","Difference","Weighting","Improvement Potential","Recommendation"]
[{"$f":"'IP Rankings'!A5","v":24},{"$f":"'IP Rankings'!B5","v":"Q24. Failures and mistakes are viewed as opportunities for learning."},{"$f":"'IP Rankings'!C5","v":1},{"$f":"'IP Rankings'!D5","v":5},{"$f":"'IP Rankings'!E5","v":4},{"$f":"'IP Rankings'!F5","v":4},{"$f":"'IP Rankings'!G5","v":16},{"$f":"LOOKUP(A6,Recommendations!$A$2:$A$62,Recommendations!$B$2:$B$62)","v":"A learning organization should be able to turn failures into positive learning experiences. There can be numerous root causes for a failure, but many can be attributed to misapplication, miscommunication, or a poorly understood goal or issue. Furthermore, to achieve a long-term goal or objective the organization may go through many iterations or “failures” before the solution comes into focus. Elevating learning to an organizational priority involves critically assessing an event, engaging the right stakeholders, and recommending the next step of evolution based on the current experience."}]
[{"$f":"'IP Rankings'!A6","v":60},{"$f":"'IP Rankings'!B6","v":"Q60. Our organization has an established process for obtaining corporate funds and resources to support innovation activities."},{"$f":"'IP Rankings'!C6","v":1},{"$f":"'IP Rankings'!D6","v":5},{"$f":"'IP Rankings'!E6","v":4},{"$f":"'IP Rankings'!F6","v":4},{"$f":"'IP Rankings'!G6","v":16},{"$f":"LOOKUP(A7,Recommendations!$A$2:$A$62,Recommendations!$B$2:$B$62)","v":"The most common explanation for a company's lack of innovation is that no time, funding, or resources are devoted to implementing innovation or to changing the way things are done. Project teams are bound to contractual constraints with customers and partners, making it difficult to diverge from the tried and true. Establishing a budget and allowing time for investigating ideas at the company or group level will enable the selection of the best opportunities. If proven out, these opportunities can be proactively implemented on a broader scale."}]
[{"$f":"'IP Rankings'!A7","v":17},{"$f":"'IP Rankings'!B7","v":"Q17. Funding for innovation is available from corporate sources, not just project budgets."},{"$f":"'IP Rankings'!C7","v":2},{"$f":"'IP Rankings'!D7","v":5},{"$f":"'IP Rankings'!E7","v":3},{"$f":"'IP Rankings'!F7","v":5},{"$f":"'IP Rankings'!G7","v":15},{"$f":"LOOKUP(A8,Recommendations!$A$2:$A$62,Recommendations!$B$2:$B$62)","v":"Firms that value innovation as a core value put corporate-level resources in place to fund innovation. A low score in this area indicates a need to consider ways to indemnify project managers with corporate support for innovations proposed at the project level. A second approach to applying corporate funding is to consider spreading costs of expenditures for innovations over multiple projects. Another possible approach is to consider joint ventures with owners, other contractors, or equipment suppliers."}]
[{"$f":"'IP Rankings'!A8","v":37},{"$f":"'IP Rankings'!B8","v":"Q37. Individuals actively share and transfer knowledge."},{"$f":"'IP Rankings'!C8","v":1},{"$f":"'IP Rankings'!D8","v":5},{"$f":"'IP Rankings'!E8","v":4},{"$f":"'IP Rankings'!F8","v":3.5},{"$f":"'IP Rankings'!G8","v":14},{"$f":"LOOKUP(A9,Recommendations!$A$2:$A$62,Recommendations!$B$2:$B$62)","v":"Knowledge that is isolated in a single individual is significantly less valuable to an organization than knowledge that is widely disseminated. Shared knowledge is knowledge that is leveraged my multiple individuals into broader organizational advances. The organization should make it a priority to develop technology that enhances knowledge-sharing, and to create incentives for individuals to share and transfer knowledge to others with similar technical or managerial interests."}]
[{"$f":"'IP Rankings'!A9","v":52},{"$f":"'IP Rankings'!B9","v":"Q52. Leadership demonstrates the belief that innovation is important for attracting and retaining talented young employees."},{"$f":"'IP Rankings'!C9","v":1},{"$f":"'IP Rankings'!D9","v":5},{"$f":"'IP Rankings'!E9","v":4},{"$f":"'IP Rankings'!F9","v":3.5},{"$f":"'IP Rankings'!G9","v":14},{"$f":"LOOKUP(A10,Recommendations!$A$2:$A$62,Recommendations!$B$2:$B$62)","v":"Resources are critical if innovation is to occur. Research has shown that merely encouraging employees to pursue innovation is ineffective because today’s EPC organizations are often so lean that employees can never find the time to pursue innovation activities. Project employees focus all of their time and attention on achieving project goals. Corporate employees focus all of their time on supporting current projects or securing new projects. Resources must be committed by augmenting project budgets with additional staff to pursue innovation on projects. Between projects, corporate staff and field personnel must be given the time and expense budgets to attend conferences and workshops to expand personal and organizational knowledge bases."}]
[{"$f":"'IP Rankings'!A10","v":14},{"$f":"'IP Rankings'!B10","v":"Q14. Multi-discipline teams (i.e., teams with a mixture of professional backgrounds) are used to identify, analyze, and facilitate the use of innovations."},{"$f":"'IP Rankings'!C10","v":2},{"$f":"'IP Rankings'!D10","v":5},{"$f":"'IP Rankings'!E10","v":3},{"$f":"'IP Rankings'!F10","v":4},{"$f":"'IP Rankings'!G10","v":12},{"$f":"LOOKUP(A11,Recommendations!$A$2:$A$62,Recommendations!$B$2:$B$62)","v":"Innovation depends on the connections between individuals and their ideas and requires consistent combinations of ideas, perspectives, experiences, and values. A low score in this area indicates a need to establish cross-department, cross-function, and cross-level communication regarding innovation and its application to the organization."}]
[{"$f":"'IP Rankings'!A11","v":25},{"$f":"'IP Rankings'!B11","v":"Q25. Our organization spreads innovation-related risk across multiple projects."},{"$f":"'IP Rankings'!C11","v":2},{"$f":"'IP Rankings'!D11","v":5},{"$f":"'IP Rankings'!E11","v":3},{"$f":"'IP Rankings'!F11","v":4},{"$f":"'IP Rankings'!G11","v":12},{"$f":"LOOKUP(A12,Recommendations!$A$2:$A$62,Recommendations!$B$2:$B$62)","v":"Innovation involves taking risks on projects to develop new processes. Managing this risk is a critical component of innovation. A key element of risk management is spreading risk across multiple projects to minimize the impact on any single project. Some innovations may not result in savings or enhancements, but others may provide the start of a key competitive advantage. Spreading this risk over multiple projects is the key to allowing innovations to develop and to maximizing the return from the entire range of innovations being tested."}]
[{"$f":"'IP Rankings'!A12","v":28},{"$f":"'IP Rankings'!B12","v":"Q28. Our organization effectively integrates customers in the development of the project or the product."},{"$f":"'IP Rankings'!C12","v":1},{"$f":"'IP Rankings'!D12","v":5},{"$f":"'IP Rankings'!E12","v":4},{"$f":"'IP Rankings'!F12","v":3},{"$f":"'IP Rankings'!G12","v":12},{"$f":"LOOKUP(A13,Recommendations!$A$2:$A$62,Recommendations!$B$2:$B$62)","v":"Innovation is driven by what customers want and need. This customer involvement is useful for initially defining requirements, answering questions and providing input during development, and critiquing a design or prototype. Without attunement to the voice of the customer, there is a product “push” rather than a demand or \"pull\" for the product. A low score on this question could indicate a lack of acceptance of what a new product or service will do for the customer. The organization should consider performing customer interviews and include the results in the new product development process and should represent current as well as potential customers."}]
[{"$f":"'IP Rankings'!A13","v":46},{"$f":"'IP Rankings'!B13","v":"Q46. Our organization actively integrates supply chain partners to enhance long-term performance."},{"$f":"'IP Rankings'!C13","v":2},{"$f":"'IP Rankings'!D13","v":5},{"$f":"'IP Rankings'!E13","v":3},{"$f":"'IP Rankings'!F13","v":4},{"$f":"'IP Rankings'!G13","v":12},{"$f":"LOOKUP(A14,Recommendations!$A$2:$A$62,Recommendations!$B$2:$B$62)","v":"The companies that provide goods and services to the organization are probably anxious to find ways to improve value. Firms can utilize a non-traditional project contracting approach, such as the Integrated Form of Agreement, that motivates the entire team to meet the needs of the end user. Engaging suppliers at the earliest stages of defining approaches, rather than asking them to comment on decisions that are already made is also highly effective. Other steps include assigning key personnel to interact with suppliers and vendors on collaborative solutions. Creating a culture of dialog and learning, with frequent interaction and course corrections, should be encouraged."}]
[{"$f":"'IP Rankings'!A14","v":49},{"$f":"'IP Rankings'!B14","v":"Q49. Collaborative activities account for a substantial portion of individual performance evaluations."},{"$f":"'IP Rankings'!C14","v":1},{"$f":"'IP Rankings'!D14","v":5},{"$f":"'IP Rankings'!E14","v":4},{"$f":"'IP Rankings'!F14","v":3},{"$f":"'IP Rankings'!G14","v":12},{"$f":"LOOKUP(A15,Recommendations!$A$2:$A$62,Recommendations!$B$2:$B$62)","v":"Employees at all levels of the organization should be focused on the overall organization, and not only on their particular unit. Companies should examine their various compensation, recognition, and reward policies, and should consider rewards based at least partially on the efficiency and success of downstream customers. Every employee should understand and support the concept of optimizing the whole, not just the pieces."}]

{"sheet":"Improvement Potential","index":4,"n_rows":81,"n_cols":11,"rows_kept":81,"cut":false,"hidden":false,"merged":[[2,2,2,4],[66,0,71,0],[74,0,79,0],[5,0,13,0],[16,0,24,0],[27,0,35,0],[38,0,42,0],[45,0,53,0],[56,0,63,0]]}
[null,null,"Innovation Maturity Model"]
[]
[null,null,"RT 243 July 2009 Survey Results"]
[]
[null,null,"Question ","Average","Max Score","Difference","Weighting","Improvement Potential","Weighted Score","Max Score","Acievement Percentage"]
["Culture ",1,"Q1. Our organization focuses on long-term relationships with employees at all levels.",{"$f":"'Raw Scores'!C10","v":3},5,{"$f":"E6-D6","v":2},3,{"$f":"F6*G6","v":6},{"$f":"D6*G6","v":9},{"$f":"E6*G6","v":15}]
[null,2,"Q2. Innovations are discussed freely without regard to rank or position.",{"$f":"'Raw Scores'!C11","v":2},5,{"$f":"E7-D7","v":3},3.5,{"$f":"F7*G7","v":10.5},{"$f":"D7*G7","v":7},{"$f":"E7*G7","v":17.5}]
[null,3,"Q3. Our organization is described as highly collaborative\" by employees, customers, and suppliers.\"",{"$f":"'Raw Scores'!C12","v":4},5,1,4.5,4.5,18,22.5]
[null,4,"Q4. Our organization actively solicits input from outside sources, including suppliers.",{"$f":"'Raw Scores'!C13","v":4},5,1,3.5,3.5,14,17.5]
[null,5,"Q5. Employees at all levels are encouraged to challenge current processes in order to continuously improve them.",{"$f":"'Raw Scores'!C14","v":3},5,2,4,8,12,20]
[null,6,"Q6. Employees suggesting innovations can be confident that their suggestions will be taken seriously.",{"$f":"'Raw Scores'!C15","v":5},5,0,4,0,20,20]
[null,7,"Q7. Employees throughout the organization trust their supervisors.",{"$f":"'Raw Scores'!C16","v":3},5,2,3,6,9,15]
[null,8,"Q8. Our recognition and reward system encourages cooperation across departments or functions.",{"$f":"'Raw Scores'!C17","v":3},5,2,3,6,9,15]
[null,9,"Q9. Innovation is encouraged, even if you cannot prevent your competitors from copying the idea.",{"$f":"'Raw Scores'!C18","v":2},5,3,3,9,6,15]
[null,null,null,null,null,null,null,null,{"$f":"SUM(I6:I14)","v":104},{"$f":"SUM(J6:J14)","v":157.5},{"$f":"I15/J15","v":0.6603174603174603}]
[]
["Resources",10,"Q10. Project personnel are enabled to participate in learning experiences outside of prescribed job responsibilities.",{"$f":"'Raw Scores'!C21","v":3},5,2,3,6,9,15]
[null,11,"Q11. Project personnel are allowed to have non-billable hours throughout the year to focus on innovative ideas.",{"$f":"'Raw Scores'!C22","v":3},5,2,3,6,9,15]
[null,12,"Q12. Leadership includes someone explicitly tasked with fostering and leading innovation.",{"$f":"'Raw Scores'!C23","v":5},5,0,4.5,0,22.5,22.5]
[null,13,"Q13. Innovative ideas are recognized and evaluated in employees' performance.",{"$f":"'Raw Scores'!C24","v":4},5,1,4,4,16,20]
[null,14,"Q14. Multi-discipline teams (i.e., teams with a mixture of professional backgrounds) are used to identify, analyze, and facilitate the use of innovations.",{"$f":"'Raw Scores'!C25","v":2},5,3,4,12,8,20]
[null,15,"Q15. Our organization values and encourages employee engagement in innovation-related activities.",{"$f":"'Raw Scores'!C26","v":5},5,0,4,0,20,20]
[null,16,"Q16. Our organization actively funds employee participation in seminars and structured research that lead to the application of innovative ideas.",{"$f":"'Raw Scores'!C27","v":3},5,2,3,6,9,15]
[null,17,"Q17. Funding for innovation is available from corporate sources, not just project budgets.",{"$f":"'Raw Scores'!C28","v":2},5,3,5,15,10,25]
[null,18,"Q18. Innovation-related activities can be pursued during normal working hours. Work days are not so full that innovation-related activities only occur outside normal working hours.",{"$f":"'Raw Scores'!C29","v":4},5,1,4,4,16,20]
[null,null,null,null,null,null,null,null,{"$f":"SUM(I17:I25)","v":119.5},{"$f":"SUM(J17:J25)","v":172.5},{"$f":"I26/J26","v":0.69275362318840583}]
[]
["Risk Perspective",19,"Q19. Innovation-related decisions are managed at the organizational level when appropriate.",{"$f":"'Raw Scores'!C32","v":4},5,1,4,4,16,20]
[null,20,"Q20. A quantitative method is used to assist the innovation decision-making process when appropriate.",{"$f":"'Raw Scores'!C33","v":2},5,3,3,9,6,15]
[null,21,"Q21. Innovations can be implemented on individual projects without the need for corporate approval.",{"$f":"'Raw Scores'!C34","v":3},5,2,3,6,9,15]
[null,22,"Q22. Our organization has incentives and/or ways to indemnify a project that is implementing an innovation.",{"$f":"'Raw Scores'!C35","v":5},5,0,4,0,20,20]
[null,23,"Q23. Risk-taking is recognized as a necessary part of encouraging and implementing new ideas.",{"$f":"'Raw Scores'!C36","v":4},5,1,5,5,20,25]
[null,24,"Q24. Failures and mistakes are viewed as opportunities for learning.",{"$f":"'Raw Scores'!C37","v":1},5,4,4,16,4,20]
[null,25,"Q25. Our organization spreads innovation-related risk across multiple projects.",{"$f":"'Raw Scores'!C38","v":2},5,3,4,12,8,20]
[null,26,"Q26. Leadership recognizes that innovations will often require multiple projects to achieve payback.",{"$f":"'Raw Scores'!C39","v":3},5,2,4.5,9,13.5,22.5]
[null,27,"Q27. Our organization adopts a life-cycle perspective when weighing innovation risks, costs, and benefits.",{"$f":"'Raw Scores'!C40","v":4},5,1,3.5,3.5,14,17.5]
[null,null,null,null,null,null,null,null,{"$f":"SUM(I28:I36)","v":110.5},{"$f":"SUM(J28:J36)","v":175},{"$f":"I37/J37","v":0.63142857142857145}]
[]
["Customer focus",28,"Q28. Our organization effectively integrates customers in the development of the project or the product.",{"$f":"'Raw Scores'!C43","v":1},5,4,3,12,3,15]
[null,29,"Q29. Our organization anticipates the future needs of customers by looking beyond current requirements (e.g., technologies and processes)",{"$f":"'Raw Scores'!C44","v":5},5,0,3,0,15,15]
[null,30,"Q30. Project teams are more focused on satisfying end users than in meeting contractual requirements.",{"$f":"'Raw Scores'!C45","v":5},5,0,4,0,20,20]
[null,31,"Q31. Our organization places an emphasis on learning the customer's business in an attempt to find innovations that will help the customer.",{"$f":"'Raw Scores'!C46","v":4},5,1,4.5,4.5,18,22.5]
[null,32,"Q32. Our organization studies innovations implemented in other industries to determine if cross-industry adoption is possible.",{"$f":"'Raw Scores'!C47","v":3},5,2,3.5,7,10.5,17.5]
[null,null,null,null,null,null,null,null,{"$f":"SUM(I39:I43)","v":66.5},{"$f":"SUM(J39:J43)","v":90},{"$f":"I44/J44","v":0.73888888888888893}]
[]
["Learning",33,"Q33. Individuals within the organization aspire to expand their personal knowledge base.",{"$f":"'Raw Scores'!C50","v":2},5,3,3.5,10.5,7,17.5]
[null,34,"Q34. Individuals within the organization champion new ideas and promote the sharing of these new ideas.",{"$f":"'Raw Scores'!C51","v":5},5,0,4,0,20,20]
[null,35,"Q35. Leadership actively promotes and supports learning initiatives.",{"$f":"'Raw Scores'!C52","v":4},5,1,4,4,16,20]
[null,36,"Q36. Learning is a corporate value that is pervasive throughout the organization.",{"$f":"'Raw Scores'!C53","v":4},5,1,3,3,12,15]
[null,37,"Q37. Individuals actively share and transfer knowledge.",{"$f":"'Raw Scores'!C54","v":1},5,4,3.5,14,3.5,17.5]
[null,38,"Q38. Leadership removes technical or personnel obstacles that inhibit the sharing of knowledge.",{"$f":"'Raw Scores'!C55","v":4},5,1,4,4,16,20]
[null,39,"Q39. The culture of our organization demands learning.",{"$f":"'Raw Scores'!C56","v":3},5,2,3.5,7,10.5,17.5]
[null,40,"Q40. Our organization promotes learning specifically focused on creativity or abstract problem-solving.",{"$f":"'Raw Scores'!C57","v":3},5,2,3,6,9,15]
[null,41,"Q41. Communications skills are continuously developed with formal training throughout the organization.",{"$f":"'Raw Scores'!C58","v":4},5,1,2.5,2.5,10,12.5]
[null,null,null,null,null,null,null,null,{"$f":"SUM(I46:I54)","v":104},{"$f":"SUM(J46:J54)","v":155},{"$f":"I55/J55","v":0.67096774193548392}]
[]
["Collaboration",42,"Q42. Our organization has defined procedures for communicating ideas between disciplines and projects.",{"$f":"'Raw Scores'!C61","v":3},5,2,2.5,5,7.5,12.5]
[null,43,"Q43. Our organization has established communication channels with organizations outside the industry that are considered highly innovative.",{"$f":"'Raw Scores'!C62","v":2},5,3,2.5,7.5,5,12.5]
[null,44,"Q44. Our organization organizes idea-sharing forums involving employees from different divisions and geographical areas.",{"$f":"'Raw Scores'!C63","v":3},5,2,3.5,7,10.5,17.5]
[null,45,"Q45. Our organization partners with research organizations to foster new ideas.",{"$f":"'Raw Scores'!C64","v":5},5,0,4,0,20,20]
[null,46,"Q46. Our organization actively integrates supply chain partners to enhance long-term performance.",{"$f":"'Raw Scores'!C65","v":2},5,3,4,12,8,20]
[null,47,"Q47. Our organization has technology enablers to share ideas and enhance collaboration.",{"$f":"'Raw Scores'!C66","v":3},5,2,2.5,5,7.5,12.5]
[null,48,"Q48. Our organization expects individuals to share ideas through formal forums.",{"$f":"'Raw Scores'!C67","v":4},5,1,3.5,3.5,14,17.5]
[null,49,"Q49. Collaborative activities account for a substantial portion of individual performance evaluations.",{"$f":"'Raw Scores'!C68","v":1},5,4,3,12,3,15]
[null,null,null,null,null,null,null,null,{"$f":"SUM(I57:I64)","v":75.5},{"$f":"SUM(J57:J64)","v":127.5},{"$f":"I65/J65","v":0.59215686274509804}]
[]
["Leadership",50,"Q50. Leadership demonstrates the belief that innovation is critical for meeting increasingly challenging project goals.",{"$f":"'Raw Scores'!C71","v":3},5,2,4,8,12,20]
[null,51,"Q51. Leadership demonstrates the belief that innovation is critical for growing revenues and productivity.",{"$f":"'Raw Scores'!C72","v":4},5,1,4,4,16,20]
[null,52,"Q52. Leadership demonstrates the belief that innovation is important for attracting and retaining talented young employees.",{"$f":"'Raw Scores'!C73","v":1},5,4,3.5,14,3.5,17.5]
[null,53,"Q53. Leadership demonstrates the belief that innovation requires explicitly investing substantial resources into innovation-related activities.",{"$f":"'Raw Scores'!C74","v":2},5,3,4,12,8,20]
[null,54,"Q54. Leadership demonstrates the belief that innovation requires that occasional failures be tolerated in order to achieve long-term success.",{"$f":"'Raw Scores'!C75","v":3},5,2,4.5,9,13.5,22.5]
[null,55,"Q55. Leadership demonstrate the belief that successful innovations are often suggested by employees who are not top management or by individuals who are not employees of the firm.",{"$f":"'Raw Scores'!C76","v":3},5,2,4,8,12,20]
[null,null,null,null,null,null,null,null,{"$f":"SUM(I67:I72)","v":65},{"$f":"SUM(J67:J72)","v":120},{"$f":"I73/J73","v":0.54166666666666663}]
[null,null,null,{"$f":"'Raw Scores'!C79","v":2}]
["Process score",56,"Q56. Our organization has structured and documented processes for idea generation and investigation.",{"$f":"'Raw Scores'!C79","v":2},5,3,3,9,6,15]
[null,57,"Q57. Our organization has a process for developing innovations before implementing them on projects, to improve the likelihood of success.",{"$f":"'Raw Scores'!C80","v":2},5,3,3.5,10.5,7,17.5]
[null,58,"Q58. Our organization has established processes for implementing innovations at the project and corporate levels.",{"$f":"'Raw Scores'!C81","v":2},5,3,3.5,10.5,7,17.5]
[null,59,"Q59. Our organization consistently follows, monitors, and measures against a defined innovation process.",{"$f":"'Raw Scores'!C82","v":3},5,{"$f":"E78-D78","v":2},2.5,{"$f":"F78*G78","v":5},{"$f":"D78*G78","v":7.5},{"$f":"E78*G78","v":12.5}]
[null,60,"Q60. Our organization has an established process for obtaining corporate funds and resources to support innovation activities.",{"$f":"'Raw Scores'!C83","v":1},5,{"$f":"E79-D79","v":4},4,{"$f":"F79*G79","v":16},{"$f":"D79*G79","v":4},{"$f":"E79*G79","v":20}]
[null,61,"Q61. Our organization has a process for ensuring that innovation-related learning from one project modifies behavior on subsequent projects.",{"$f":"'Raw Scores'!C84","v":4},5,{"$f":"E80-D80","v":1},3.5,{"$f":"F80*G80","v":3.5},{"$f":"D80*G80","v":14},{"$f":"E80*G80","v":17.5}]
[null,null,null,null,null,null,null,null,{"$f":"SUM(I75:I80)","v":45.5},{"$f":"SUM(J75:J80)","v":100},{"$f":"I81/J81","v":0.45500000000000002}]

{"sheet":"IP Rankings","index":5,"n_rows":79,"n_cols":7,"rows_kept":79,"cut":false,"hidden":false,"merged":[]}
[]
[null,"Ranked Opportunities for Improving Innovation Capability"]
["This list includes all 61 questions ranked by their improvement potential based on the responses provided. "]
["Number","Question ","Average Score","Max Score","Difference","Weighting","Improvement Potential"]
[24,"Q24. Failures and mistakes are viewed as opportunities for learning.",1,5,4,4,16]
[60,"Q60. Our organization has an established process for obtaining corporate funds and resources to support innovation activities.",1,5,4,4,16]
[17,"Q17. Funding for innovation is available from corporate sources, not just project budgets.",2,5,3,5,15]
[37,"Q37. Individuals actively share and transfer knowledge.",1,5,4,3.5,14]
[52,"Q52. Leadership demonstrates the belief that innovation is important for attracting and retaining talented young employees.",1,5,4,3.5,14]
[14,"Q14. Multi-discipline teams (i.e., teams with a mixture of professional backgrounds) are used to identify, analyze, and facilitate the use of innovations.",2,5,3,4,12]
[25,"Q25. Our organization spreads innovation-related risk across multiple projects.",2,5,3,4,12]
[28,"Q28. Our organization effectively integrates customers in the development of the project or the product.",1,5,4,3,12]
[46,"Q46. Our organization actively integrates supply chain partners to enhance long-term performance.",2,5,3,4,12]
[49,"Q49. Collaborative activities account for a substantial portion of individual performance evaluations.",1,5,4,3,12]
[53,"Q53. Leadership demonstrates the belief that innovation requires explicitly investing substantial resources into innovation-related activities.",2,5,3,4,12]
[2,"Q2. Innovations are discussed freely without regard to rank or position.",2,5,3,3.5,10.5]
[33,"Q33. Individuals within the organization aspire to expand their personal knowledge base.",2,5,3,3.5,10.5]
[57,"Q57. Our organization has a process for developing innovations before implementing them on projects, to improve the likelihood of success.",2,5,3,3.5,10.5]
[58,"Q58. Our organization has established processes for implementing innovations at the project and corporate levels.",2,5,3,3.5,10.5]
[9,"Q9. Innovation is encouraged, even if you cannot prevent your competitors from copying the idea.",2,5,3,3,9]
[20,"Q20. A quantitative method is used to assist the innovation decision-making process when appropriate.",2,5,3,3,9]
[26,"Q26. Leadership recognizes that innovations will often require multiple projects to achieve payback.",3,5,2,4.5,9]
[54,"Q54. Leadership demonstrates the belief that innovation requires that occasional failures be tolerated in order to achieve long-term success.",3,5,2,4.5,9]
[56,"Q56. Our organization has structured and documented processes for idea generation and investigation.",2,5,3,3,9]
[5,"Q5. Employees at all levels are encouraged to challenge current processes in order to continuously improve them.",3,5,2,4,8]
[50,"Q50. Leadership demonstrates the belief that innovation is critical for meeting increasingly challenging project goals.",3,5,2,4,8]
[55,"Q55. Leadership demonstrate the belief that successful innovations are often suggested by employees who are not top management or by individuals who are not employees of the firm.",3,5,2,4,8]
[43,"Q43. Our organization has established communication channels with organizations outside the industry that are considered highly innovative.",2,5,3,2.5,7.5]
[32,"Q32. Our organization studies innovations implemented in other industries to determine if cross-industry adoption is possible.",3,5,2,3.5,7]
[39,"Q39. The culture of our organization demands learning.",3,5,2,3.5,7]
[44,"Q44. Our organization organizes idea-sharing forums involving employees from different divisions and geographical areas.",3,5,2,3.5,7]
[1,"Q1. Our organization focuses on long-term relationships with employees at all levels.",3,5,2,3,6]
[7,"Q7. Employees throughout the organization trust their supervisors.",3,5,2,3,6]
[8,"Q8. Our recognition and reward system encourages cooperation across departments or functions.",3,5,2,3,6]
[10,"Q10. Project personnel are enabled to participate in learning experiences outside of prescribed job responsibilities.",3,5,2,3,6]
[11,"Q11. Project personnel are allowed to have non-billable hours throughout the year to focus on innovative ideas.",3,5,2,3,6]
[16,"Q16. Our organization actively funds employee participation in seminars and structured research that lead to the application of innovative ideas.",3,5,2,3,6]
[21,"Q21. Innovations can be implemented on individual projects without the need for corporate approval.",3,5,2,3,6]
[40,"Q40. Our organization promotes learning specifically focused on creativity or abstract problem-solving.",3,5,2,3,6]
[23,"Q23. Risk-taking is recognized as a necessary part of encouraging and implementing new ideas.",4,5,1,5,5]
[42,"Q42. Our organization has defined procedures for communicating ideas between disciplines and projects.",3,5,2,2.5,5]
[47,"Q47. Our organization has technology enablers to share ideas and enhance collaboration.",3,5,2,2.5,5]
[59,"Q59. Our organization consistently follows, monitors, and measures against a defined innovation process.",3,5,2,2.5,5]
[3,"Q3. Our organization is described as highly collaborative\" by employees, customers, and suppliers.\"",4,5,1,4.5,4.5]
[31,"Q31. Our organization places an emphasis on learning the customer's business in an attempt to find innovations that will help the customer.",4,5,1,4.5,4.5]
[13,"Q13. Innovative ideas are recognized and evaluated in employees' performance.",4,5,1,4,4]
[18,"Q18. Innovation-related activities can be pursued during normal working hours. Work days are not so full that innovation-related activities only occur outside normal working hours.",4,5,1,4,4]
[19,"Q19. Innovation-related decisions are managed at the organizational level when appropriate.",4,5,1,4,4]
[35,"Q35. Leadership actively promotes and supports learning initiatives.",4,5,1,4,4]
[38,"Q38. Leadership removes technical or personnel obstacles that inhibit the sharing of knowledge.",4,5,1,4,4]
[51,"Q51. Leadership demonstrates the belief that innovation is critical for growing revenues and productivity.",4,5,1,4,4]
[4,"Q4. Our organization actively solicits input from outside sources, including suppliers.",4,5,1,3.5,3.5]
[27,"Q27. Our organization adopts a life-cycle perspective when weighing innovation risks, costs, and benefits.",4,5,1,3.5,3.5]
[48,"Q48. Our organization expects individuals to share ideas through formal forums.",4,5,1,3.5,3.5]
[61,"Q61. Our organization has a process for ensuring that innovation-related learning from one project modifies behavior on subsequent projects.",4,5,1,3.5,3.5]
[36,"Q36. Learning is a corporate value that is pervasive throughout the organization.",4,5,1,3,3]
[41,"Q41. Communications skills are continuously developed with formal training throughout the organization.",4,5,1,2.5,2.5]
[6,"Q6. Employees suggesting innovations can be confident that their suggestions will be taken seriously.",5,5,0,4,0]
[12,"Q12. Leadership includes someone explicitly tasked with fostering and leading innovation.",5,5,0,4.5,0]
[15,"Q15. Our organization values and encourages employee engagement in innovation-related activities.",5,5,0,4,0]
[22,"Q22. Our organization has incentives and/or ways to indemnify a project that is implementing an innovation.",5,5,0,4,0]
[29,"Q29. Our organization anticipates the future needs of customers by looking beyond current requirements (e.g., technologies and processes)",5,5,0,3,0]
[30,"Q30. Project teams are more focused on satisfying end users than in meeting contractual requirements.",5,5,0,4,0]
[34,"Q34. Individuals within the organization champion new ideas and promote the sharing of these new ideas.",5,5,0,4,0]
[45,"Q45. Our organization partners with research organizations to foster new ideas.",5,5,0,4,0]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[null,null,2]

{"sheet":"Recommendations","index":6,"n_rows":62,"n_cols":2,"rows_kept":62,"cut":false,"hidden":true,"merged":[]}
[]
[1,"Employees have a greater motivation to suggest innovations if they feel secure in their long-term future in the organization. A low score on this question, especially if employee turnover has increased in recent years, may indicate the need for changes in managers’ attitudes and behaviors towards their employees. Specifically, employees may resist innovations if they feel the organization does not have a long-term commitment to retaining them. An investment in management and employee training will likely be required. "]
[2,"All employees must feel comfortable suggesting and commenting on potential innovations, without worrying that more senior employees or managers will be offended by or quash the suggestion. A low score on this question indicates that this comfort level is not apparent in the organization. The organization needs to focus on nurturing innovation development and encouraging collaboration from many individuals of varying ranks and responsibilities. Informal meetings should periodically be held involving multiple levels of personnel focused on identifying and discussing potential innovations and their potential impact. "]
[3,"Innovation is more likely to occur in collaborative organizations for several reasons. First, innovative ideas often come from sources outside of the organization. Collaborative organizations typically lack the “not invented here” syndrome that keeps good ideas from outside sources from being adopted within an organization. Second, innovations often require changing internal processes and processes that involve other organizations. Collaborative organizations are more able to anticipate what is necessary internally and externally to research potential innovations and to implement innovations. Third, collaborative organizations are typically more comfortable managing change because collaborative environments are more dynamic. Increasing the organization’s ability to collaborate is a key factor to achieving a greater level of innovation. "]
[4,"The company-supplier relationship needs to be viewed as a long-term relationship that is important for the success of both organizations. As such, interaction must extend beyond proposal meetings to include periodic meetings that discuss the potential innovations that could mutually improve the performance of both organizations. A low score in this area indicates that this connection does not exist or is perceived not to exist. Informal social interactions may be effective for improving the relationship, but care must be taken that individuals do not lose their objectivity towards the other organization or do not give the appearance of bias."]
[5,"The greatest threat to high-performance organizations is their satisfaction with current operations. Employees within the organization must be encouraged to continuously challenge the status quo in order to examine whether opportunities exist for improvement. Employees throughout the organization must believe the status quo is not good enough because today’s business environment is too dynamic. Formal and informal processes should be established to make it easy for employees to question the way things are done and to seek ways to improve on current processes. "]
[6,"A formal system must exist that requires managers to appropriately respond to employees’ suggestions for process improvement. Such a system should require that employees follow a prescribed process for submitting suggestions, in order to ensure that managers recognize when a suggestion has been made. In turn, the system must require managers to respond to all employees who make suggestions. This form of structured process has been found to be a key element in improving innovation. An investment in a structured process may be required to build confidence in a structured system. "]
[7,"The need for employees to trust their supervisors has been shown to be necessary for achieving a wide range of organizational goals in world-class organizations. Without trust, employees may not feel comfortable suggesting innovations because they fear their suggestions will offend their supervisors, will not be taken seriously, or will be adopted without due credit being giving to them. Building trust throughout the organization may require a long-term and sustained training effort. "]
[8,"Innovation often requires changing not only strictly internal processes but also the processes that involve other organizations. Individuals who routinely cooperate with outside organizations will be more likely to pursue changes that require cooperation by others. Cooperative behavior can result from cultural norms and training initiatives but is most ingrained when the organization formally recognizes and rewards cooperative behavior. "]
[9,"Ideally, all innovations implemented within a firm would result in performance improvements and/or cost reductions that lead to sustainable competitive advantage. However, most innovations associated with the EPC industry are not protected by intellectual property and are not easily hidden from competitors. (This transparency is due to the fact that firms frequently interact with dozens of project subcontractors, who then interact with competitors on subsequent projects.) As such, organizations who do not pursue promising innovations because they fear that competitors may copy them will lose many opportunities to improve their performance. A low score in this area may indicate that this concern is blocking potential innovation. "]
[10,"Innovative companies encourage employees to look outside of their day-to-day responsibilities for innovation opportunities. These companies overcome the “not invented here” syndrome. A low score in this area indicates the need for a change in management philosophy in order to encourage and allow employees time for these outside learning experiences (e.g., plant visits, technical seminars, and trade association meetings)."]
[11,"During construction projects, managers tend to focus on encouraging billable organizational activities. Managers must recognize that many activities that are not billable add tremendous value to the organization. Typically, innovation occurs when employees are engaging in non-billable activities. A low score in this area indicates that management should encourage activities that focus on process, product, or organizational improvement—even if they are not billable."]
[12,"Although individual companies may not have an employee who is dedicated 100 percent to fostering innovation, it is important that the organization's leadership appoints an individual with the task of fostering innovation. A low score in this area indicates that company leadership does not convey the message that innovation is being championed from the top of the organization."]
[13,"Innovation must be included as part of annual performance evaluations for the organization. However, it is critical to avoid the trap of simply adding one more box to check on the evaluation form. A low score in this area indicates a need to review and make changes to the performance review process. Companies that do not count innovation as a criterion for highest performance are not fully utilizing their employees"]
[14,"Innovation depends on the connections between individuals and their ideas and requires consistent combinations of ideas, perspectives, experiences, and values. A low score in this area indicates a need to establish cross-department, cross-function, and cross-level communication regarding innovation and its application to the organization."]
[15,"A low score in this area indicates a need for leadership to make employee engagement in innovation-related activities both possible and important to the employees. Organizations often focus on the direct and instant payback of employee engagement in innovation-related activities. Intangible benefits are often overlooked, including improving the competitive position, improving the reputation, attracting promising new employees, and making work easier."]
[16,"Organizations that fund employee participation in innovation-specific activities reap greater rewards in terms of employee participation. The principal contractors with the resources to innovate must invest in these activities and improve their technological abilities to innovate. Even subcontractors who are capable and willing do not have the resources."]
[17,"Firms that value innovation as a core value put corporate-level resources in place to fund innovation. A low score in this area indicates a need to consider ways to indemnify project managers with corporate support for innovations proposed at the project level. A second approach to applying corporate funding is to consider spreading costs of expenditures for innovations over multiple projects. Another possible approach is to consider joint ventures with owners, other contractors, or equipment suppliers."]
[18,"Resources should not be so tightly allocated that there is no time available for activities that may not be tied directly to daily tasks. Time for innovative thinking should be available during the course of a project, or the opportunity to obtain innovations will be greatly reduced. Organizations can consider including slightly higher overhead rates to allow for less than 100 percent utilization of employees on projects."]
[19,"Innovation normally introduces an element of unpredictability or risk. An individual project may have resistance to a new approach, since it may appear to jeopardize achievement of the project’s cost or schedule. If the decision to introduce the innovation is based solely on one project’s perspective, the innovation will likely be ignored. Rather, risk associated with innovation diminishes when adopted across several projects simultaneously. Given this understanding, it is preferable that innovation be championed at a company level and that the organization that manages the group of projects have a primary stake in the decision-making process. The champion’s focus should be on the organization’s adoption of the innovation and the learning associated with it."]
[20,"A barrier to adopting innovation is a decision-making process that is not founded on fact or reason. It is easiest to utilize a familiar method or approach (e.g., to reuse what was used on the last project). To enable a more objective viewpoint, it is better to utilize a tool or method that quantifies costs and benefits. Both tangible and intangible benefits should be modeled. Also, long-term (i.e., five to seven years) cost and benefits should be considered. In contrast, a pure ROI calculation for the coming fiscal year is not the best model. Innovation has broader implications and a longer-term focus."]
[21,"Flexibility in trying new approaches is a key enabler of innovation. This flexibility can take shape as the ideas generated by team members or as the adoption of new tools, methods, or products. In contrast, adherence to highly standardized processes imposed by a corporate entity could hinder individual creativity or passion."]
[22,"A way of encouraging innovation at the project level is to set aside risk money for innovation purposes. This could be bonus dollars for a successful innovation or indemnification dollars if the innovation introduces unexpected costs. These monies should be identified at the proposal stage and tracked as the project is executed. Clear goals should be established on the types of innovation the organization values and will fund or indemnify."]
[23,"Risk-taking is a behavioral attribute that managers, supervisors, and employees all posses to varying degrees. A risk-averse behavior pattern will likely produce a strong barrier to thinking of or adopting new approaches. Innovation and entrepreneurship are positive behaviors that should be part of the company vision. They should be modeled by leadership, and encouraged throughout normal business activities."]
[24,"A learning organization should be able to turn failures into positive learning experiences. There can be numerous root causes for a failure, but many can be attributed to misapplication, miscommunication, or a poorly understood goal or issue. Furthermore, to achieve a long-term goal or objective the organization may go through many iterations or “failures” before the solution comes into focus. Elevating learning to an organizational priority involves critically assessing an event, engaging the right stakeholders, and recommending the next step of evolution based on the current experience."]
[25,"Innovation involves taking risks on projects to develop new processes. Managing this risk is a critical component of innovation. A key element of risk management is spreading risk across multiple projects to minimize the impact on any single project. Some innovations may not result in savings or enhancements, but others may provide the start of a key competitive advantage. Spreading this risk over multiple projects is the key to allowing innovations to develop and to maximizing the return from the entire range of innovations being tested."]
[26,"Innovations as a general rule do not provide payback on a single project, unless it is a large, multi-year effort. For the remainder of projects, management must take a long-term perspective. The economics of innovation indicate that a return from innovations will occur over several projects, as they are refined and adopted. It is critical for management to allow this development to occur and to measure the incremental advancement of the innovation until full returns are achieved after several project implementations."]
[27,"The life-cycle philosophy should permeate processes and decision-making tools. A low score in this area indicates that a short-term perspective is dominant and that a critical look is required to determine how a long-term/life-cycle perspective can be supported."]
[28,"Innovation is driven by what customers want and need. This customer involvement is useful for initially defining requirements, answering questions and providing input during development, and critiquing a design or prototype. Without attunement to the voice of the customer, there is a product “push” rather than a demand or \"pull\" for the product. A low score on this question could indicate a lack of acceptance of what a new product or service will do for the customer. The organization should consider performing customer interviews and include the results in the new product development process and should represent current as well as potential customers."]
[29,"For companies whose growth has been powered by the superiority of their products and services, future success hinges on the continued development of highly original technologies that others cannot easily match. As product life cycles grow shorter and customer needs diversify, anticipating future needs becomes more essential for success. Research and development (R&D) departments generally spearhead efforts for advancing new technologies within an organization, and build up and develop new business segments. The organization should consider an increase in R&D expenditures in order to drive major product and process innovation. "]
[30,"Satisfied customers are vital to any successful enterprise, especially when there are a finite number of customers, and each one accounts for millions of dollars in potential business. The organization should implement a customer opinion survey based upon the various dimensions of the organization. The survey should be conducted annually to enable the organization to assess customer commitment and bonding, among other dimensions. Based upon these findings, an action plan should be developed and implemented to improve the low-performing dimensions. "]
[31,"Organizations must know their customers’ business, including their objectives, motivations, and goals. This insight will help them anticipate customer needs. The more understanding they have about what customers want, the greater the chance they have to produce what the customer expects. This includes knowing what success means to them. The organization should use written questionnaires or telephone surveys to learn more about customers and prospects. As a benchmark, solicit comments from current customers about their level of satisfaction with current products or services."]
[32,"Global competition and tightening R&D budgets make it increasingly difficult for companies to manage the shortening of product life cycles and construction methodologies. Importing and applying innovations from other industries enables ideas that have not been applied previously to the industry. This cross-fertilization leads to the development of new concepts. The organization should determine the capabilities it requires, the industry that currently has these capabilities, and how to transfer and integrate them into their processes."]
[33,"If individuals are not aspiring to expand their knowledge base, it is usually because they do not recognize an incentive to do so. However, if the pursuit of new knowledge is not a part of every individual’s career path, then the organization as a whole will suffer. The organization should consider establishing and providing incentives for education and should strongly communicate the personal and organizational benefits of new knowledge in the organization."]
[34,"New ideas will increase as a continuous stream of new concepts are introduced and built upon by the staff. A key to this continuous stream is the individual champion who sees the potential of a new idea and is willing to promote its development and dissemination. A low score in this area indicates that the organization should consider implementing a reward structure for individuals who undertake such tasks, and should put a requirement in quarterly employee reviews that weighs contribution to a group based on new ideas put forth by individuals."]
[35,"Learning will not occur in an organization if it is not supported by senior and mid-level leadership. In the absence of such leadership, the organization should consider an education plan that makes management aware of the benefits of being a learning organization. The organization should embark on a large-scale communication plan to let every individual know of the organization's commitment to learning."]
[36,"Learning must be presented as a core value that is key to long-term success, and that has equal importance to other values (e.g., customer focus). This core value must also be understood by all members of the organization. If this is not the case, then the organization needs to reevaluate its core values and make it a point to include learning as a key value."]
[37,"Knowledge that is isolated in a single individual is significantly less valuable to an organization than knowledge that is widely disseminated. Shared knowledge is knowledge that is leveraged my multiple individuals into broader organizational advances. The organization should make it a priority to develop technology that enhances knowledge-sharing, and to create incentives for individuals to share and transfer knowledge to others with similar technical or managerial interests."]
[38,"The persistence of barriers will eventually lead to a lack of knowledge-sharing. These barriers may be personnel-based, technology-based, or process-based. In either case, it is the responsibility of corporate leadership to remove these barriers to allow the free flow of knowledge and information. Leadership should assign a team to focus on the identification of these barriers and to develop specific steps to reduce and eliminate them."]
[39,"The development of a learning culture is a key element for long-term success in the current business environment. If learning is not instilled as part of the corporate culture, then the ability to make learning pervasive in the organization will be severely limited. Thus, learning must be made visible through communication plans, leadership directives, communities of practice, and technology initiatives."]
[40,"Learning that is focused primarily on an organization's existing processes is training. Although training is required in an organization, true learning occurs when new knowledge is collected, dispersed, and utilized. At an even higher level, learning that is focused on problem-solving and creativity leads to enhanced client solutions and innovations. The organization must make a commitment to learning that emphasizes creativity and problem-solving by supporting attendance at courses and conferences that offer such opportunities. Visible support is required to promote learning in these advanced knowledge domains."]
[41,"Communication is the key to long-term organizational success. Whether it is communication with clients, strategic partners, or colleagues within the organization, the greater the level of communication, the greater the opportunity for exchanging knowledge and goals. Therefore, to reduce the possibility of communication errors, an organization must place a focus on ensuring that all personnel have strong communication skills. The organization should offer seminars in communication, both oral and written, and should provide opportunities for employees to both practice communication skills and partake in actual communication scenarios."]
[42,"Many companies are organized as functional disciplines, departments, or other “silos” to optimize the efficiency of each sub-unit. Building bridges between the silos will not only improve the efficiency of the organization, but will allow for the exchange of ideas to stimulate innovation. Specific steps to create or improve this communication include clearly mapping the interface points between silos and frequently coordinating meetings to identify and track hand-offs between groups. Making sure that members of each silo really understand how their work will be used by downstream players will also improve coordination."]
[43,"A low score in this area indicates that the organization should look to other industries for new approaches to innovation. Specific steps to establishing contact points could include targeting specific industries and building relationships with industry insiders. Attending conferences and trade shows for other industries might additionally be helpful and could include knowledge from outside the industry on employee performance plans. They might also engage in local organizations beyond the construction industry, including community service organizations."]
[44,"Connecting people with different expertise, experience, and perspective creates the foundation for innovation. Specific steps to increase these points of connection include creating cross-functional teams to map the key interactions between units, as indicated above. Teams that span geographic and divisional lines, focusing on specific innovation needs, could also be effective. Recognizing and rewarding learning and implementation from other areas or departments in the annual employee performance review could also stimulate innovation. "]
[45,"Many trade organizations and learning institutions seek industry partners to explore new developments and approaches. A low score in this area indicates that the organization is not taking advantage of these potential links. Specific steps to improve this engagement include actively engaging with trade associations on key industry issues and chartering university researchers and graduate students to work on applicable research. Companies could also participate in research teams sponsored by other industries, such as those that support their supply chains. This could result in key learning to streamline the supply chain."]
[46,"The companies that provide goods and services to the organization are probably anxious to find ways to improve value. Firms can utilize a non-traditional project contracting approach, such as the Integrated Form of Agreement, that motivates the entire team to meet the needs of the end user. Engaging suppliers at the earliest stages of defining approaches, rather than asking them to comment on decisions that are already made is also highly effective. Other steps include assigning key personnel to interact with suppliers and vendors on collaborative solutions. Creating a culture of dialog and learning, with frequent interaction and course corrections, should be encouraged."]
[47,"Technology exists to connect people from around the world, greatly increasing the points of connection that lead to innovation. To take advantage of this technology, organizations should develop metrics to encourage individuals to actively contribute to and draw from the collaborative environment."]
[48,"Continuous learning is essential for highly innovative organizations. One of the best ways to learn about a subject is to prepare to explain or teach it. Companies can stimulate the participation of their employees in learning activities by engaging as many employees as possible in defining and optimizing processes and sub-processes. Tracking and annually evaluating the new techniques and processes, and encouraging employees to prepare and deliver presentations on new ideas and approaches in non-threatening environments can be highly effective. Firms may also want to establish a process improvement suggestion program and track the number of suggestions generated by various employee groups."]
[49,"Employees at all levels of the organization should be focused on the overall organization, and not only on their particular unit. Companies should examine their various compensation, recognition, and reward policies, and should consider rewards based at least partially on the efficiency and success of downstream customers. Every employee should understand and support the concept of optimizing the whole, not just the pieces."]
[50,"EPC clients are becoming more demanding, the EPC project environment (i.e., labor, supply chain, and regulatory) have become more challenging, EPC designs are becoming more technologically complex, and integrating new technologies into holistic systems is becoming more difficult. Applying today’s knowledge and approaches to tomorrow’s projects will result in project mediocrity, not excellence. Innovation can lead to faster project completion, reduced and more predictable costs, improved safety and quality, and better-met client needs in other areas. Leaders must establish systems to ensure that front end planning explicitly includes discussions of a project's unique challenges and what potential innovations could be applied to meet them. Similarly, post-project analyses should include discussion of the unique challenges that were not sufficiently addressed and how innovative techniques or products could have been applied on the project."]
[51,"If the organization does not continually change and improve, market share and financial performance will degrade. Clients will award contracts to competitors who offer faster project completion at lower costs, and projects that the organization is awarded will be completed for lower profit margins. Managers should participate in workshops that focus on how and why innovation has been used successfully by progressive firms to increase market share and profit margins. Explicit goals regarding innovation should be established for business units, and attempts to use innovation to increase performance should be included in individual managers’ performance evaluations."]
[52,"Resources are critical if innovation is to occur. Research has shown that merely encouraging employees to pursue innovation is ineffective because today’s EPC organizations are often so lean that employees can never find the time to pursue innovation activities. Project employees focus all of their time and attention on achieving project goals. Corporate employees focus all of their time on supporting current projects or securing new projects. Resources must be committed by augmenting project budgets with additional staff to pursue innovation on projects. Between projects, corporate staff and field personnel must be given the time and expense budgets to attend conferences and workshops to expand personal and organizational knowledge bases."]
[53,"Adopting a perspective that tolerates and even encourages occasional failures of corporate or project innovations may be a radical change for EPC managers, but it is absolutely necessary. Project executives should be willing to acknowledge in writing before a project innovation is attempted that the innovation is risky and that the repercussions for the employees involved in pursuing the innovation will be positive and not negative, even if the attempt is not successful. Periodic performance evaluations (and associated bonuses) of individual employees should commend all innovation activities, not just successful ones. When an individual is promoted, leaders should publicize that even unsuccessful innovation attempts were considered positively in the promotion decision."]
[54,"More than in previous generations, Millennial and Generation Y employees’ commitment to their assigned tasks and to their employer will be low unless they feel they are being given opportunities for making meaningful contributions to their employers and to the wider world. These employees are constant multi-taskers who want change, action, and multiple challenges at once. Managers must first understand the Millennial and Generation Y personalities. Opportunities for involving these employees in innovation-related activities should be discussed with managers and the employees themselves. HR recruiting materials and processes should emphasize the opportunities for new hires to become involved in innovation activities once these opportunities exist within the organization."]
[55,"Employees performing work often possess deep, tacit knowledge about their tasks and the underlying process, and this deep knowledge often is critical for identifying innovative ways to improve processes. Managers who implicitly believe that process innovations must be suggested only by individuals who manage the process will squelch key sources of innovative ideas and likely never achieve buy-in on innovations that are initiated by managers. Similarly, many employees performing work often hear about innovations related to their task from other professionals in their trade working on other projects or for other organizations. If these employees are not encouraged by leaders to suggest such product innovations, a key source of innovation is lost. A low score in this area indicates that managers are not recognizing employees at every level in the organization in terms of innovation potential. "]
[56,"Organizational leaders need to invest time and energy in the development of processes (formal and/or informal) that represent the willingness to invest in innovation. The challenge is to ensure that these processes encourage creativity, outline the opportunity, and are not limited to finding only what is wrong with an idea. An organization can start by including a procedure for submitting and investigating ideas for an existing working planning process (e.g., annual planning) by reaching out and collecting ideas to explore."]
[57,"Project teams and leaders will be more inclined to design and attempt innovative options if there is some sense of understanding of the risk and success factors. A low score in this area may signal that there is an opportunity to implement an R&D function at a group or company level. "]
[58,"Established processes represent a level of maturity in an organization and a willingness to invest and support an innovative culture. It also positions a company to take ideas to fruition faster, with more confidence in the outcomes. People often discover innovative ideas on the spot as they work through the challenges and issues at the project level. The challenge is to take the innovative solutions and execute them across the company. It may be helpful to have a center of excellence to track and formalize the dissemination of best practices and new processes across the company."]
[59,"If there is a process in place, it needs to be monitored and assessed to see if it is working satisfactorily. If there is no process, the innovations will most likely stay at the project level. By incorporating the expectation that leaders go beyond the norm and report on opportunities as well as outcomes, the organization will be articulating the requirement and encouraging a culture of innovation. One way to improve this may be to charge quality specialists or other experts with monitoring and reporting on how projects and groups are acting on innovation. These specialists can recommend and influence changes across the company. This could be integrated with the excellence center concept noted in Recommendation 58."]
[60,"The most common explanation for a company's lack of innovation is that no time, funding, or resources are devoted to implementing innovation or to changing the way things are done. Project teams are bound to contractual constraints with customers and partners, making it difficult to diverge from the tried and true. Establishing a budget and allowing time for investigating ideas at the company or group level will enable the selection of the best opportunities. If proven out, these opportunities can be proactively implemented on a broader scale."]
[61,"Project closeout and lessons learned often get lost in the transition to the next project and the next set of priorities. By implementing a simple process and system to capture, refine, and structure these ideas and best practices, they can then be absorbed and produce benefits on other projects."]

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[]
[null,"CII RT 243 Innovation Maturity Model Evaluation Tool"]
[null,"Please use the following scale when answering the each question."]
[null,"1=strongly disagree"]
[null,"2=slightly disagree"]
[null,"3=I am neutral"]
[null,"4=slightly agree","Enter Your Answers"]
[null,"5=strongly agree","Below"]
["Culture ","Q1. Our organization focuses on long-term relationships with employees at all levels."]
[null,"Q2. Innovations are discussed freely without regard to rank or position."]
[null,"Q3. Our organization is described as highly collaborative by employees, customers, and suppliers."]
[null,"Q4. Our organization actively solicits input from outside sources, including suppliers."]
[null,"Q5. Employees at all levels are encouraged to challenge current processes in order to continuously improve them."]
[null,"Q6. Employees suggesting innovations can be confident that their suggestions will be taken seriously."]
[null,"Q7. Employees throughout the organization trust their supervisors."]
[null,"Q8. Our recognition and reward system encourages cooperation across departments or functions."]
[null,"Q9. Innovation is encouraged, even if you cannot prevent your competitors from copying the idea."]
[]
[]
["Resources","Q10. Project personnel are enabled to participate in learning experiences outside of prescribed job responsibilities."]
[null,"Q11. Project personnel are allowed to have non-billable hours throughout the year to focus on innovative ideas."]
[null,"Q12. Leadership includes someone explicitly tasked with fostering and leading innovation."]
[null,"Q13. Innovative ideas are recognized and evaluated in employees' performance."]
[null,"Q14. Multi-discipline teams (i.e., teams with a mixture of professional backgrounds) are used to identify, analyze, and facilitate the use of innovations."]
[null,"Q15. Our organization values and encourages employee engagement in innovation-related activities."]
[null,"Q16. Our organization actively funds employee participation in seminars and structured research that lead to the application of innovative ideas."]
[null,"Q17. Funding for innovation is available from corporate sources, not just project budgets."]
[null,"Q18. Innovation-related activities can be pursued during normal working hours. Work days are not so full that innovation-related activities only occur outside normal working hours."]
[]
[]
["Risk Perspective","Q19. Innovation-related decisions are managed at the organizational level when appropriate."]
[null,"Q20. A quantitative method is used to assist the innovation decision-making process when appropriate."]
[null,"Q21. Innovations can be implemented on individual projects without the need for corporate approval."]
[null,"Q22. Our organization has incentives and/or ways to indemnify a project that is implementing an innovation."]
[null,"Q23. Risk-taking is recognized as a necessary part of encouraging and implementing new ideas."]
[null,"Q24. Failures and mistakes are viewed as opportunities for learning."]
[null,"Q25. Our organization spreads innovation-related risk across multiple projects."]
[null,"Q26. Leadership recognizes that innovations will often require multiple projects to achieve payback."]
[null,"Q27. Our organization adopts a life-cycle perspective when weighing innovation risks, costs, and benefits."]
[]
[]
["Customer focus","Q28. Our organization effectively integrates customers in the development of the project or the product."]
[null,"Q29. Our organization anticipates the future needs of customers by looking beyond current requirements (e.g., technologies and processes)"]
[null,"Q30. Project teams are more focused on satisfying end users than in meeting contractual requirements."]
[null,"Q31. Our organization places an emphasis on learning the customer's business in an attempt to find innovations that will help the customer."]
[null,"Q32. Our organization studies innovations implemented in other industries to determine if cross-industry adoption is possible."]
[]
[]
["Learning","Q33. Individuals within the organization aspire to expand their personal knowledge base."]
[null,"Q34. Individuals within the organization champion new ideas and promote the sharing of these new ideas."]
[null,"Q35. Leadership actively promotes and supports learning initiatives."]
[null,"Q36. Learning is a corporate value that is pervasive throughout the organization."]
[null,"Q37. Individuals actively share and transfer knowledge."]
[null,"Q38. Leadership removes technical or personnel obstacles that inhibit the sharing of knowledge."]
[null,"Q39. The culture of our organization demands learning."]
[null,"Q40. Our organization promotes learning specifically focused on creativity or abstract problem-solving."]
[null,"Q41. Communications skills are continuously developed with formal training throughout the organization."]
[]
[]
["Collaboration","Q42. Our organization has defined procedures for communicating ideas between disciplines and projects."]
[null,"Q43. Our organization has established communication channels with organizations outside the industry that are considered highly innovative."]
[null,"Q44. Our organization organizes idea-sharing forums involving employees from different divisions and geographical areas."]
[null,"Q45. Our organization partners with research organizations to foster new ideas."]
[null,"Q46. Our organization actively integrates supply chain partners to enhance long-term performance."]
[null,"Q47. Our organization has technology enablers to share ideas and enhance collaboration."]
[null,"Q48. Our organization expects individuals to share ideas through formal forums."]
[null,"Q49. Collaborative activities account for a substantial portion of individual performance evaluations."]
[]
[]
["Leadership","Q50. Leadership demonstrates the belief that innovation is critical for meeting increasingly challenging project goals."]
[null,"Q51. Leadership demonstrates the belief that innovation is critical for growing revenues and productivity."]
[null,"Q52. Leadership demonstrates the belief that innovation is important for attracting and retaining talented young employees."]
[null,"Q53. Leadership demonstrates the belief that innovation requires explicitly investing substantial resources into innovation-related activities."]
[null,"Q54. Leadership demonstrates the belief that innovation requires that occasional failures be tolerated in order to achieve long-term success."]
[null,"Q55. Leadership demonstrate the belief that successful innovations are often suggested by employees who are not top management or by individuals who are not employees of the firm."]
[]
[]
["Process score","Q56. Our organization has structured and documented processes for idea generation and investigation."]
[null,"Q57. Our organization has a process for developing innovations before implementing them on projects, to improve the likelihood of success."]
[null,"Q58. Our organization has established processes for implementing innovations at the project and corporate levels."]
[null,"Q59. Our organization consistently follows, monitors, and measures against a defined innovation process."]
[null,"Q60. Our organization has an established process for obtaining corporate funds and resources to support innovation activities."]
[null,"Q61. Our organization has a process for ensuring that innovation-related learning from one project modifies behavior on subsequent projects."]
[]
[]
[null,null,1]
[null,null,2]
[null,null,3]
[null,null,4]
[null,null,5]

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