An Innovation Capability Maturity Model – Development and Initial Application
The seemingly ambiguous title of this paper – use of the terms maturity and innovation in concord – signifies the imperative of every organisation within the competitive domain. Where organisational maturity and innovativeness were traditionally considered antonymous, the assimilation of these two seemingly contradictory notions is fundamental to the assurance of long-term organisational prosperity. Organisations are required, now more than ever, to grow and mature their innovation capability – rending consistent innovative outputs. This paper describes research conducted to consolidate the principles of innovation and identify the fundamental components that constitute organisational innovation capability. The process of developing an Innovation Capability Maturity Model is presented. A brief description is provided of the basic components of the model, followed by a description of the case studies that were conducted to evaluate the model. The paper concludes with a summary of the findings and potential future research.
[1] Dismukes J. P., Information Accelerated Radical Innovation From
Principles to an Operational Methodology, The Industrial Geographer,
2005, Vol. 3, no. 1, p.19-42.
[2] Merrifield D. B., Innovation Management in the 7th Great Epoch,
Research-Technology Management, 1999, Vol. 42, p. 10-14.
[3] Moore G. A., Dealing with Darwin: How great companies innovate at
every phase of their evolution, Penguin Books, London, 2005.
[4] Zairi M., Benchmarking innovation for best practice, World Class
Design to Manufacture, 1995, Vol. 2, no. 3, p. 33-40.
[5] Katz B., The Integration of Project Management Processes with a
Methodology to Manage a Radical Innovation Project, Unpublished
Master-s Thesis in Industrial Engineering, Stellenbosch University,
2006.
[6] Hamel G., The Why, What, and How of Management Innovation,
Harvard Business Review, 2006, Vol. 84, no. 2.
[7] Baker K. A., Management Benchmark Study, Chapter 14 - Innovation,
Office of Planning and Analysis,
http://www.au.af.mil/au/awc/awcgate/doe/benchmark, 2002.
[8] Hamel G., Leading the Revolution, Harvard Business School Press,
Boston, 2000.
[9] CMMI Product Team, Capability Maturity Model® Integration
(CMMI®), Version 1.1, CMMI® for Systems Engineering, Software
Engineering, Integrated Product and Process Development, and Supplier
Sourcing (CMMI-SE/SW/IPPD/SS, v1.1), Carnegie-Mellon Software
Engineering Institute, Pittsburgh, 2002.
[10] Blei, D. M., Ng, A. Y., Jordan, M. I., Latent Dirichlet Allocation,
Journal of Machine Learning Research, Vol. 3, pp. 993-1022, 2003.
[11] Blei, D., Lafferty, J., Modeling Science, 2006.
[12] Uys, J. W., Du Preez, N. D., Uys, E. W., Leveraging Unstructured
Information Using Topic Modelling, Conference Proceedings, PICMET,
2008.
[13] http://www.indutech.co.za/products.html, [accessed 30/01/2009].
[14] Zachman, J. A., A Framework for Information Systems Architecture,
IBM Systems Journal, Vol. 26, No. 3, 1987.
[15] Williams, T. J., Li, H., PERA and GERAM - Enterprise Reference
Architectures in Enterprise Integration, Information Infrastructure
Systems for Manufacturing, 1998.
[16] IFIP-IFAC Task Force on Architecture for Enterprise Integration,
GERAM: Generalised Enterprise Reference Architecture and
Methodology, Vol. 1.6.3, 1999.
[17] Mugge, P. C., CIMS Innovation Management Framework: A model for
managers who want to grow their business, CIMS white paper, 2006.
[18] Man, K., Innovation Capability and the Maturity Model, Presentation,
No date.
[19] IBM, Roles for innovation: The right people at the right times, White
Paper, IBM Business Consulting Services, 2004.
[20] Hering, D., Phillips, J., Innovation Roles: The People You Need for
Successful Innovation, White Paper, NetCentrics Corporation, 2005.
[21] Taylor, D., The Seven Core Roles of Innovation, The Business Blog at
Intuitive.com, http://www.intuitive.com/blog/index.shtml, [14/08/2008],
2007.
[22] Kelly, T., Littman, J., The Ten Faces of Innovation: IDEO's Strategies
for Beating the Devil's Advocate & Driving Creativity Throughout Your
Organization, Profile Books, 2006.
[1] Dismukes J. P., Information Accelerated Radical Innovation From
Principles to an Operational Methodology, The Industrial Geographer,
2005, Vol. 3, no. 1, p.19-42.
[2] Merrifield D. B., Innovation Management in the 7th Great Epoch,
Research-Technology Management, 1999, Vol. 42, p. 10-14.
[3] Moore G. A., Dealing with Darwin: How great companies innovate at
every phase of their evolution, Penguin Books, London, 2005.
[4] Zairi M., Benchmarking innovation for best practice, World Class
Design to Manufacture, 1995, Vol. 2, no. 3, p. 33-40.
[5] Katz B., The Integration of Project Management Processes with a
Methodology to Manage a Radical Innovation Project, Unpublished
Master-s Thesis in Industrial Engineering, Stellenbosch University,
2006.
[6] Hamel G., The Why, What, and How of Management Innovation,
Harvard Business Review, 2006, Vol. 84, no. 2.
[7] Baker K. A., Management Benchmark Study, Chapter 14 - Innovation,
Office of Planning and Analysis,
http://www.au.af.mil/au/awc/awcgate/doe/benchmark, 2002.
[8] Hamel G., Leading the Revolution, Harvard Business School Press,
Boston, 2000.
[9] CMMI Product Team, Capability Maturity Model® Integration
(CMMI®), Version 1.1, CMMI® for Systems Engineering, Software
Engineering, Integrated Product and Process Development, and Supplier
Sourcing (CMMI-SE/SW/IPPD/SS, v1.1), Carnegie-Mellon Software
Engineering Institute, Pittsburgh, 2002.
[10] Blei, D. M., Ng, A. Y., Jordan, M. I., Latent Dirichlet Allocation,
Journal of Machine Learning Research, Vol. 3, pp. 993-1022, 2003.
[11] Blei, D., Lafferty, J., Modeling Science, 2006.
[12] Uys, J. W., Du Preez, N. D., Uys, E. W., Leveraging Unstructured
Information Using Topic Modelling, Conference Proceedings, PICMET,
2008.
[13] http://www.indutech.co.za/products.html, [accessed 30/01/2009].
[14] Zachman, J. A., A Framework for Information Systems Architecture,
IBM Systems Journal, Vol. 26, No. 3, 1987.
[15] Williams, T. J., Li, H., PERA and GERAM - Enterprise Reference
Architectures in Enterprise Integration, Information Infrastructure
Systems for Manufacturing, 1998.
[16] IFIP-IFAC Task Force on Architecture for Enterprise Integration,
GERAM: Generalised Enterprise Reference Architecture and
Methodology, Vol. 1.6.3, 1999.
[17] Mugge, P. C., CIMS Innovation Management Framework: A model for
managers who want to grow their business, CIMS white paper, 2006.
[18] Man, K., Innovation Capability and the Maturity Model, Presentation,
No date.
[19] IBM, Roles for innovation: The right people at the right times, White
Paper, IBM Business Consulting Services, 2004.
[20] Hering, D., Phillips, J., Innovation Roles: The People You Need for
Successful Innovation, White Paper, NetCentrics Corporation, 2005.
[21] Taylor, D., The Seven Core Roles of Innovation, The Business Blog at
Intuitive.com, http://www.intuitive.com/blog/index.shtml, [14/08/2008],
2007.
[22] Kelly, T., Littman, J., The Ten Faces of Innovation: IDEO's Strategies
for Beating the Devil's Advocate & Driving Creativity Throughout Your
Organization, Profile Books, 2006.
@article{"International Journal of Business, Human and Social Sciences:63034", author = "H. Essmann and N. du Preez", title = "An Innovation Capability Maturity Model – Development and Initial Application", abstract = "The seemingly ambiguous title of this paper – use of the terms maturity and innovation in concord – signifies the imperative of every organisation within the competitive domain. Where organisational maturity and innovativeness were traditionally considered antonymous, the assimilation of these two seemingly contradictory notions is fundamental to the assurance of long-term organisational prosperity. Organisations are required, now more than ever, to grow and mature their innovation capability – rending consistent innovative outputs. This paper describes research conducted to consolidate the principles of innovation and identify the fundamental components that constitute organisational innovation capability. The process of developing an Innovation Capability Maturity Model is presented. A brief description is provided of the basic components of the model, followed by a description of the case studies that were conducted to evaluate the model. The paper concludes with a summary of the findings and potential future research.
", keywords = "Capability maturity, innovation, innovation capability.", volume = "3", number = "5", pages = "524-12", }
