Patent Publication Number: US-2004054545-A1

Title: System and method for managing innovation capabilities of an organization

Description:
TECHNICAL FIELD  
       [0001] This disclosure relates generally to enterprise systems, and more specifically to a system and method for managing innovation capabilities of an organization.  
       BACKGROUND  
       [0002] Innovation is often a driving force behind the long-term success of certain businesses and other organizations. Innovation allows an organization to introduce or use something new, such as new products, services, or manufacturing processes. The new products, services, or processes could be used internally within the organization or made available externally, such as to the organization&#39;s customers or partners. The ability to innovate also typically helps to differentiate one organization from its competitors. As a particular example, a software company typically requires large amounts of innovation to remain competitive in the entertainment software industry. The long-term success of the software company often depends on the company&#39;s ability to create new games for its customers. It is typically difficult for an organization to measure and manage its innovation capabilities. Also, an organization typically has problems identifying the amount of innovation it needs in order to remain competitive. In addition, an organization typically has difficulty determining if and when it possesses the desired level of innovation capabilities.  
       SUMMARY  
       [0003] One aspect of this disclosure is a method that includes storing one or more quantitative values associated with one or more innovation capabilities of an organization. Each quantitative value is also associated with one of a plurality of innovation levels. The method also includes determining an expected innovation level for the organization. The expected innovation level comprises one of the plurality of innovation levels. The method further includes identifying an innovation capability having a quantitative value associated with an innovation level that falls below the expected innovation level value. In addition, the method includes identifying one or more solutions associated with the identified innovation capability. The one or more solutions are operable to increase the innovation level associated with the quantitative value.  
       [0004] One or more advantages may be provided according to various embodiments of this disclosure. Particular embodiments of this disclosure may exhibit none, some, or all of the following advantages depending on the implementation. For example, in one embodiment, the innovation capabilities of an organization can be measured in a quantifiable manner. This may provide a way for an organization to actually identify its current innovation capabilities. The actual innovation capabilities of the organization can also be compared to a desired or needed level of innovation. This may help to determine where an organization lacks innovation capabilities and determine possible solutions to fix any problems. In addition, the real-time innovation capabilities of an organization can be displayed to a user. This may allow the innovation capabilities of the organization, along with any improvements, to be monitored more easily by the user.  
       [0005] Other advantages may be readily apparent to one skilled in the art from the following figures, descriptions, and claims.  
     
    
    
     BRIEF DESCRIPTION OF THE DRAWINGS  
     [0006] For a more complete understanding of this disclosure and the advantages thereof, reference is now made to the following descriptions, taken in connection with the accompanying drawings, in which:  
     [0007]FIG. 1 illustrates an example system for managing innovation capabilities of an organization;  
     [0008]FIG. 2 illustrates an example structure of an organization;  
     [0009]FIG. 3 illustrates example innovation quotients for various types of organizations;  
     [0010]FIG. 4 illustrates example factors associated with possible innovation maturity levels of an organization;  
     [0011]FIG. 5 illustrates an example innovation matrix for quantitatively modeling innovation capabilities of an organization;  
     [0012]FIG. 6 illustrates an example display identifying current innovation capabilities of an organization;  
     [0013]FIG. 7 illustrates an example method for managing innovation capabilities of an organization;  
     [0014]FIG. 8 illustrates an example method for identifying an innovation maturity level of an organization; and  
     [0015]FIG. 9 illustrates an example method for displaying current innovation capabilities of an organization.  
    
    
     DETAILED DESCRIPTION OF EXAMPLE EMBODIMENTS  
     [0016]FIG. 1 illustrates an example system  100  for managing innovation capabilities of an organization. In the illustrated embodiment, system  100  includes a server  102 , a database  104 , a network  106 , and a client  108 . Other embodiments of system  100  can be used without departing from the scope of this disclosure.  
     [0017] In one aspect of operation, system  100  may store and process information related to the innovation capabilities of an organization. Innovation refers to the ability of an organization to create, introduce, employ, or otherwise use something new. The results of the innovation may include, for example, new products or services offered to customers of the organization, new packaging for products offered to customers, and new manufacturing processes used to produce a product. Also, the results of the innovation may represent completely new concepts or ideas, new uses for old ideas, or any other suitable type of innovation.  
     [0018] The processes, tools, and other mechanisms used by an organization to create, implement, or otherwise support innovation may be referred to as the innovation capabilities of the organization. An organization can have none, several, or many types of innovation capabilities. An example innovation capability could be a research and development program for creating and developing innovative ideas. Another example innovation capability could be the presence of an awards system that rewards employees when patent applications are filed on their behalf. Yet another example innovation capability could be the existence of a knowledge base or other repository for knowledge that can be accessed and used by members of the organization. The innovation capabilities of an organization can be broken down into any suitable groups. For example, the innovation capabilities may include business processes used by the organization, tools available for use in the organization, financial arrangements, employee programs, and management strategies.  
     [0019] System  100  may support innovation in an organization by storing quantitative information associated with the innovation capabilities of an organization. System  100  may also compare the existing innovation capabilities to a desired or needed level of innovation. In addition, system  100  may measure and display the real-time status of the innovation capabilities to a user, and this display could be customized for a particular user. This may allow system  100  to provide a way for an organization to model its current innovation capabilities, identify problems with its innovation capabilities, and monitor how the innovation capabilities vary over time.  
     [0020] In the illustrated embodiment, server  102  is coupled to database  104  and network  106 . In this specification, the term “couple” refers to any direct or indirect communication between two or more elements, whether or not those elements are in physical contact with one another. Server  102  performs one or more functions to measure, model, and/or monitor the innovation capabilities of an organization or a portion of an organization. Server  102  may include any hardware, software, firmware, or combination thereof operable to perform one or more functions associated with the innovation capabilities of an organization. In this specification, system  100  may be described as performing functions related to the innovation capabilities of an entire organization. System  100  could also perform functions related to the innovation capabilities of portions of an organization, such as for a division of an organization. In addition, while server  102  may be described as performing particular functions, these functions could also be performed manually by a user or other personnel.  
     [0021] In the illustrated example, server  102  includes a processor  110  and a memory  112 . Processor  110  executes instructions and manipulates data to perform the operations of server  102 . Although FIG. 1 illustrates a single processor  110  in server  102 , multiple processors  110  may be used according to particular needs. Memory  112  stores and facilitates retrieval of information used by processor  110  to perform the functions of server  102 . Memory  112  may, for example, store instructions to be performed by processor  110  and data used by processor  110 . Memory  112  may include any hardware, software, firmware, or combination thereof operable to store and facilitate retrieval of information.  
     [0022] Database  104  is coupled to server  102 . Database  104  stores and facilitates retrieval of information used by server  102 . For example, database  104  may store information quantitatively identifying the innovation capabilities of an organization. This information could be used by server  102  to perform operations in system  100 , such as to identify the real-time innovation capabilities of the organization. Database  104  may include any hardware, software, firmware, or combination thereof operable to store and facilitate retrieval of information. Also, database  104  may use any of a variety of data structures, arrangements, and compilations to store and facilitate retrieval of information.  
     [0023] Network  106  is coupled to server  102  and client  108 . Network  106  facilitates communication between components of system  100 . For example, network  106  may communicate Internet Protocol (IP) packets, frame relay frames, Asynchronous Transfer Mode (ATM) cells, or other suitable information between network addresses. Network  106  may include one or more local area networks (LANs), metropolitan area networks (MANs), wide area networks (WANs), all or a portion of a global network such as the Internet, or any other communication system or systems at one or more locations.  
     [0024] Client  108  is coupled to network  106 . Client  108  may perform any of a variety of functions in system  100 . For example, client  108  could allow a user to submit information identifying the innovation capabilities of an organization to server  102 . Client  108  could also allow the user to submit a request to view the current real-time innovation capabilities of the organization. Client  108  could then display the requested information to the user. Client  108  may include any hardware, software, firmware, or combination thereof operable to communicate with server  102 . As a particular example, client  108  may include a web browser  114 , which may display information to a user within web pages received from server  102 .  
     [0025] In one aspect of operation, database  104  may store and server  102  may process information related to the innovation capabilities of one or more organizations. For example, in the illustrated embodiment, database  104  includes an innovation matrix  116 . Innovation matrix  116  stores quantitative information related to the innovation capabilities of an organization. One example of an innovation matrix is shown in FIG. 5, which is described below. Innovation matrix  116  may store any suitable information identifying the innovation capabilities of an organization. For example, innovation matrix  116  may identify various characteristics of an organization that could be used to support innovation. Possible characteristics may include organizational processes for creating/developing new ideas and financial arrangements for funding these processes. For each characteristic, innovation matrix  116  may include a value identifying how well or how poorly that characteristic supports innovation in the organization. In this specification, the term “each” refers to each of at least a subset of the identified items.  
     [0026] As a particular example, organizations with lower innovation capabilities may have a low value for a particular characteristic. This might be the case, for example, when the organization is a water utility company. Water utility companies may have little or no need for innovative packaging or products. In contrast, organizations with higher innovation capabilities may have a higher value for that particular characteristic. This may be the case, for example, when the organization is a fashion company. Fashion companies typically require large amounts of innovation to remain competitive with one another.  
     [0027] The information contained in innovation matrix  116  could be supplied to, generated by, or otherwise made available to system  100 . For example, in one embodiment, the values are made available to server  102  by a user. In this embodiment, during an innovation assessment, the user may analyze the innovation capabilities of an organization with respect to each characteristic of the organization. Based on that assessment, the user may then supply quantitative values to server  102  for storage in innovation matrix  116 . In another embodiment, the values in innovation matrix  116  may be generated by server  102 . For example, server  102  may make a checklist of various innovation capabilities available to a user, such as through the use of one or more web pages  115 . The user can view the web pages  115  and select which innovation capabilities exist in an organization, and server  102  can generate values for innovation matrix  116  based on the user&#39;s responses. As a particular example, server  102  could use a weight assigned to each possible innovation capability to give more importance to certain capabilities.  
     [0028] Database  104  may also include one or more innovation quotients  118 . An innovation quotient  118  identifies the level of innovation that an organization should possess. For example, in one embodiment, the innovation quotient  118  may vary depending on the industry in which the organization operates. As a particular example, water utility companies typically need little innovation to remain competitive, while fashion companies typically need large amounts of innovation to remain competitive. In this embodiment, the innovation quotients  118  could identify various industries and an associated level of innovation for each industry. The desired level of innovation for a particular organization could then be determined using the industry affiliation of the organization, which may be received from a user or identified in any other suitable manner. In another embodiment, the innovation quotient  118  for a particular organization could be directly supplied to database  104  by a user or identified in any other suitable manner.  
     [0029] Information in database  104  may be used by server  102  to model, measure, and/or manage the innovation capabilities of one or more organizations. In the illustrated example, server  102  includes a gap analyzer  120 . Gap analyzer  120  may analyze innovation matrix  116  and the innovation quotient  118  for a particular organization. Based on the comparison, gap analyzer  120  may identify any characteristics of the organization where the current innovation capabilities fall behind the desired innovation quotient  118 . These organizational characteristics represent areas where the organization may need improvement. Gap analyzer  120  could also identify any characteristics of the organization where the current innovation capabilities exceed the desired innovation quotient  118 . These organizational characteristics represent areas where the organization may be spending too much time, money, or other resources on its innovation capabilities. In another embodiment, problems with the innovation capabilities of an organization can be identified in other ways, such as by a user or other personnel, and gap analyzer  120  may be optional in server  102 .  
     [0030] Once gaps are found between the desired innovation quotient  118  and the current innovation capabilities of the organization, possible solutions to close the gaps can be identified. For example, database  104  could store innovation solutions  122 , which identify different products, services, or processes that might be used to improve or supplement the current innovation capabilities of the organization. In a particular embodiment, innovation solutions  122  are divided according to each organizational characteristic modeled by innovation matrix  116 . When the innovation capabilities associated with a particular organizational characteristic fall below the desired innovation quotient  118 , gap analyzer  120  could access innovation solutions  122  and identify possible solutions associated with that characteristic. Gap analyzer  120  could then make the identified solutions available to a user or other personnel. In another embodiment, solutions used to resolve problems with the innovation capabilities of an organization can be identified in other ways, such as by a user or other personnel. Gap analyzer  120  may include any hardware, software, firmware, or combination thereof operable to identify problems with and/or analyze data associated with an organization&#39;s innovation capabilities. Gap analyzer  120  may, for example, represent one or more software routines executed by processor  110 .  
     [0031] Server  102  also includes a dashboard generator  124 . Dashboard generator  124  displays real-time information regarding the innovation capabilities of an organization to a user. For example, dashboard generator  124  may generate a web page showing real-time information about the innovation capabilities of the organization. As particular examples, dashboard generator  124  could generate web pages showing the percentage of money awarded to employees under an invention awards program or the total number of patent applications filed in the current fiscal year. Dashboard generator  124  could use any suitable information to generate the displays for the user. For example, dashboard generator  124  could access data stores  126  maintained by one or more organizations. The data stores  126  could represent databases, repositories, spreadsheets, reporting systems, or other tools supported in system  100 . Dashboard generator  124  could access the data stores  126  over one or more networks  106 . Dashboard generator  124  could also retrieve organizational information  128  from the data stores  126  and generate a web page using the organizational information  128 . The organizational information  128  could represent data associated with the innovation capabilities of the organization, such as the number of patent applications filed in the current fiscal year. In a particular embodiment, dashboard generator  124  could create a customized display for a user by displaying specific types of organizational information  128 . One example of a display created by dashboard generator  124  is shown in FIG. 6, which is described below. Dashboard generator  124  may include any hardware, software, firmware, or combination thereof operable to display information associated with the innovation capabilities of an organization. Dashboard generator  124  may include any hardware, software, firmware, or combination thereof operable to display innovation information to one or more users. Dashboard generator  124  may, for example, represent one or more software routines executed by processor  110 .  
     [0032] Although FIG. 1 illustrates one example of a system  100  for managing innovation capabilities of an organization, various changes may be made to system  100 . For example, the functional division of server  102  is for illustration only. Components of server  102  can be combined or omitted and additional components can be added according to particular needs. Also, various functions attributed to server  102  could be performed by other components of system  100  or manually without the use of server  102 . As a particular example, in another embodiment, a user could produce the quantitative values stored in innovation matrix  116 , identify gaps in the organization&#39;s innovation capabilities, and identify possible solutions. In this embodiment, server  102  could include dashboard generator  124  to allow users to monitor the real-time status of the organization&#39;s innovation capabilities. In addition, although FIG. 1 illustrates the use of a client-server operating environment, other operational environments could be used.  
     [0033]FIG. 2 illustrates an example structure of an organization  200 . Organization  200  could, for example, represent an organization using system  100  of FIG. 1. In the illustrated embodiment, organization  200  includes a plurality of divisions  202  and a management structure  204 . Other organizations having other structures could also use system  100 .  
     [0034] In this example, each division  202  includes a plurality of levels  206 . Levels  206  may represent various levels of employees in a division  202 . For example, levels  206  may include line workers, line managers, workgroup managers, and department managers. Other or additional types of levels  206  can be used in each division  202 , and each division  202  may include any number of levels  206 .  
     [0035] The relationship between divisions  202  may vary depending on the organization  200 . For example, in some organizations  200 , each division  202  may be responsible for producing the same products or completely different products. In other organizations  200 , divisions  202  may be responsible for producing different but related products.  
     [0036] Management structure  204  represents one or more layers of management responsible for divisions  202 . Management structure  204  may include, for example, the chief executive officer, chief financial officer, chief operating officer, chief information officer, and human resources personnel of organization  200 . Management structure  204  could also represent other or additional members of organization  200 .  
     [0037] In the illustrated example, each division  202  may include one or more processes  208  that support innovation in organization  200 . Processes  208  may, for example, include processes that support the creation of innovative ideas and processes that support the development and implementation of those ideas. As a particular example, a process  208  could represent a process for employees to disclose new ideas and managers to decide whether to file patent applications for those new ideas. Each division  202  may also have access to innovation funding  210 . Funding  210  represents money or other resources that can be used to create, develop, and/or implement innovative ideas. As a particular example, funding  210  could represent funds for rewarding employees when the managers decide patent applications should be filed for the employees&#39; ideas.  
     [0038] As shown in FIG. 2, a process  208  or funding  210  may not be supported in all levels  206  of a division  202 . This may occur, for example, when a process  208  used by employees in lower levels  206  of a division  202  are ignored by managers in upper levels  206  of the division  202 . This may also occur when funding  210  for innovation processes is made available at some, but not all, levels  206  of a division  202 .  
     [0039] During an innovation assessment, server  102  or a user or other personnel may analyze the structure of organization  200  and identify gaps in the organization&#39;s innovation capabilities. For example, in analyzing the innovation capabilities of organization  200 , the user could determine that a division  202  lacks consistent processes  208  and funding  210 . The quantitative value or score for this division  202  could therefore be low. If the division  202  has inconsistent processes  208  but consistent funding  210 , the score for that division  202  could be higher. If the division  202  has consistent processes  208  and funding  210 , the score for that division  202  could be even higher.  
     [0040] After assessing the innovation capabilities of organization  200 , the user or server  102  can identify various solutions to correct gaps in these innovation capabilities. The solutions recommended may vary based on the structure of the organization. For example, if divisions  202  are responsible for producing related products, the solutions could include making processes  208  and funding  210  consistent throughout all divisions  202  and in management structure  204 . If each division  202  is responsible for producing completely different products, the solutions could include making processes  208  and funding  210  consistent throughout each division  202 .  
     [0041] Although FIG. 2 illustrates one example of a structure of an organization  200 , various changes may be made to FIG. 2. For example, system  100  can be used to analyze the innovation capabilities of any organization and is not limited to analyzing organizations depicted in FIG. 2.  
     [0042]FIG. 3 illustrates example innovation quotients for various types of organizations. In particular, FIG. 3 illustrates innovation quotients  300 , which represent the desired amounts of innovation capabilities that different types of organizations should possess. In this example, innovation quotients  300  map different innovation requirements  304  to different innovation maturity levels  302 .  
     [0043] In the illustrated example, innovation capabilities within an organization are divided into different innovation maturity levels  302 . Each maturity level  302  is associated with a different amount of innovation requirements  304 . Lower maturity levels  302  are associated with lower amounts of innovation requirements  304 , while higher maturity levels  302  are associated with higher amounts of innovation requirements  304 .  
     [0044] In one embodiment, each innovation maturity level  302  is associated with particular industries. For example, the “Initial” innovation maturity level  302  may be associated with utility industries, and the “Accepted” innovation maturity level  302  may be associated with aviation, government, and agricultural industries. Organizations in these industries may need smaller amounts of innovation to remain competitive with one another. In contrast, the “Optimized” innovation maturity level  302  may be associated with entertainment and business software industries, and the “Managed” innovation maturity level  302  may be associated with electronics, fashion, entertainment, and consumer item industries. Organizations in these industries may need larger amounts of innovation to remain competitive. Industries involving automotive, medical, and educational organizations may fall within the “Defined” innovation maturity level  302 . These associations between industries and levels  302  are for illustration only. Other or additional relationships between industries and levels  302  could be supported in system  100  according to particular needs.  
     [0045] In this embodiment, the innovation quotient  300  for a particular organization is based, at least partially, on the industry in which the organization operates. Based on the industry affiliation of the organization, the innovation maturity level  302  associated with that industry can be determined. After that, the innovation quotient  300  for the organization can be determined using the identified innovation maturity level  302 . The identified innovation quotient  300  for the organization identifies a target level of innovation capabilities for that organization. In other words, the innovation quotient  300  identifies the amount of innovation requirements  304  that the organization should possess to remain competitive with other organizations in the industry in which the organization operates.  
     [0046] The identified innovation quotient  300  for an organization can be used to determine whether the organization&#39;s current innovation capabilities need improvement. For example, if a fashion company&#39;s capabilities currently fall in the “Initial” level  302 , the organization&#39;s capabilities need improvement so as to be in the “Managed” level  302 . However, if a utility company&#39;s capabilities fall in the same level  302 , no improvement may be needed. In this way, it is possible to determine whether an organization needs more or improved innovation capabilities without requiring that the organization&#39;s competitors be surveyed or analyzed.  
     [0047] In a particular embodiment, two organizations may have different innovation quotients  300  associated with different innovation maturity levels  302 . This does not necessarily mean that the innovation capabilities of the organization with the lower innovation quotient  300  need to be improved. This also does not necessarily mean that the organization with the lower innovation quotient  300  is at a competitive disadvantage compared to the organization with the higher innovation quotient  300 . For example, an agricultural company may need less innovation than a software company to remain competitive, so the agricultural company does not need a higher innovation quotient  300 .  
     [0048] It is possible for an organization to be associated with multiple industries. For example, an organization could produce movies and manufacture consumer electronics. For these organizations, there could be multiple innovation quotients  300  associated with the organization&#39;s activities. In that case, different portions of the organization could be treated and analyzed separately, as if each portion was a separate organization. Each portion of the organization may or may not involve common employees, assets, or other resources. For each portion, the portion&#39;s innovation capabilities can be measured, gaps can be identified, and solutions can be provided. This may allow, for example, different portions of the organization to be associated with different innovation maturity levels  302 .  
     [0049] Although FIG. 3 illustrates one example of innovation quotients  300  for different types of organizations, various changes can be made to FIG. 3. For example, the innovation quotients  300  illustrated in FIG. 3 represent a linear relationship between requirements  304  and innovation levels  302 . Other types of relationships could be used. In addition, the labels used to describe innovation maturity levels  302  are for illustration only, and other labels could be used to describe levels  302 .  
     [0050]FIG. 4 illustrates example factors  400  associated with possible innovation maturity levels  402  of an organization. Innovation maturity levels  402  may, for example, represent innovation maturity levels  302  of FIG. 3. The factors  400  and maturity levels  402  illustrated in FIG. 4 are for illustration only. Other or additional factors  400  could be associated with other or additional innovation maturity levels  402 .  
     [0051] Each innovation maturity level  402  represents different levels or qualities of innovation capabilities in an organization. Lower innovation maturity levels  402  may be associated with organizations having fewer or worse innovation capabilities. Higher innovation maturity levels  402  may be associated with organizations having more or better innovation capabilities.  
     [0052] During an innovation assessment, server  102  or a user or other personnel could use factors  400  to identify the innovation maturity level  402  currently supported by an organization. For example, a user could look at when new ideas are accepted and how those ideas are implemented in the organization. The user could also determine whether processes to support innovation are directed at the individual, workgroup, department, division, or the entire organization. Using these factors, the user can determine what the current innovation maturity level  402  of the organization is.  
     [0053] In a particular embodiment, different characteristics of an organization can be associated with different innovation maturity levels  402 . For example, the innovation capabilities of an organization may include business processes used by the organization and tools available for use in the organization. The business processes used by the organization could have characteristics of a high innovation maturity level  402  while the tools have characteristics of a low innovation maturity level  402 . This could indicate that the tools used by the organization to support innovation need to be supplemented or improved. This could also indicate that the business processes used by the organization may be wasting resources because less innovation is actually needed.  
     [0054] The factors illustrated in FIG. 4 can also be used to show how the innovation capabilities of an organization can be improved. For example, an organization might reside at the “Initial” level  402  but need to reside at the “Accepted” level  402 . In this case, factors  400  illustrate sample differences between the two maturity levels  402 . The organization&#39;s capabilities can be improved, for example, by refocusing innovation efforts at the workgroup level, formally identifying staff members that support innovation, and informally prioritizing innovative ideas.  
     [0055] Although FIG. 4 illustrates example factors  400  associated with possible innovation maturity levels  402  of an organization, various changes may be made to FIG. 4. For example, the factors  400  shown in FIG. 4 are for illustration only, and other or additional factors  400  could be used. Also, any suitable number of innovation maturity levels  402  can be used.  
     [0056]FIG. 5 illustrates an example innovation matrix  516  for quantitatively modeling innovation capabilities of an organization. In particular, innovation matrix  516  stores quantitative information identifying the strength or weakness of the innovation capabilities of an organization. Innovation matrix  516  may, for example, be useful as innovation matrix  116  in system  100  of FIG. 1.  
     [0057] In the illustrated embodiment, innovation matrix  516  includes a plurality of entries  501 . Each entry  501  is associated with an innovation maturity level  502  along one axis and an organizational characteristic  504  along another axis. In this embodiment, innovation maturity levels  502  may be the same as or similar to innovation maturity levels  402  of FIG. 4.  
     [0058] Organizational characteristics  504  identify different aspects or characteristics of an organization that may support innovation in the organization. In the illustrated example, organizational characteristics  504  include processes, financial arrangements, tools, personnel or employees, management, employee perceptions, and customer perceptions. Processes refer to business or other processes that support the creation, development, and/or implementation of innovative ideas in an organization. Regarding the creation of innovative ideas, the processes may include mechanisms for presenting problems to employees, soliciting innovative ideas from the employees, categorizing and prioritizing the ideas, and generating plans, models, costs, analyses, and projections for those ideas. Regarding developing and implementing innovative ideas, the processes may include verifying and testing the ideas, creating market impact and acceptance plans, and identifying emerging market opportunities. Other or additional processes could also be used and supported in an organization.  
     [0059] The tools characteristic  504  may refer to databases or other mechanisms in the organization for tracking ideas through the various processes. Tools could also include software programs used to monitor funding or other resources and track metrics measuring the development or potential of an idea. In this specification, the term “metric” refers to any suitable measurement of a characteristic, such as a characteristic of an organization.  
     [0060] The financial arrangements characteristic  504  may refer to how financial resources are allocated to support innovation. For example, this characteristic  504  may involve whether funding for supporting innovation is separate from funding for ordinary business operations. This may also include whether proper standards are used to allocate funds. For example, funding for ordinary business operations typically use standards that try to minimize risks. Because innovation typically involves taking risks, using the same standards may be inappropriate.  
     [0061] The personnel characteristic  504  may refer to the environment in which employees operate. For example, this may involve the ability of employees to collaborate and identify problems facing the organization and possible solutions. This may also involve the presence of an employee reward program. This could further involve the presence of training programs to ensure that employees know what tools, resources, and programs are available to support innovation. In addition, this can involve innovation review processes that move an idea along the chain of command so that a final decision can be made quickly, allowing processes and products of the organization to be reformed, and ensuring that members of management understand and support innovation as a potential business tool.  
     [0062] The management characteristic  504  may include whether managers in the organization are trained to understand the importance of intellectual property rights and the processes and tools available in the organization. This may also include whether the management in the organization encourages employees to use the available tools and processes.  
     [0063] The employee perception characteristic  504  looks at the perceptions of the employees regarding the various processes and tools available in the organization. For example, the organization may have an automated invention disclosure tool that allows employees to submit ideas for review, but the employees may feel that the tool is too difficult and time-consuming to use. Because this perception may influence the ability of the organization to innovate, this characteristic  504  determines how those perceptions influence the innovation capabilities of the organization.  
     [0064] Finally, the customer perception characteristic  504  looks at the perceptions of the organization&#39;s customers regarding the value of the organization&#39;s innovation capabilities. For example, the organization may have many different innovation capabilities, but the organization&#39;s customers may see little value coming from the innovation. This characteristic  504  involves determining whether the organization&#39;s activities are generating an effect with respect to the customers.  
     [0065] The above descriptions regarding the various organizational characteristics  504  are for illustration only. Each organizational characteristic  504  could involve other or additional aspects of an organization without departing from the scope of this disclosure. Also, other or additional characteristics  504  could be modeled using transition matrix  516 .  
     [0066] For each organizational characteristic  504 , innovation matrix  516  contains a score or value  506 . The innovation maturity level  502  associated with value  506  identifies the current innovation maturity level for that particular organizational characteristic  504 . For example, in FIG. 5, the value  506  for the “Process” characteristic  504  appears in the “Defined” maturity level  502 . This might indicate that the organization has formal but reactive idea prioritization processes.  
     [0067] The value  506  for a particular organizational characteristic  504  represents the strength or weakness of that characteristic  504 . Returning to the above example, a value  506  of “60” may indicate that the organization possesses strong prioritization processes. A lower value  506  might be assigned if the organization&#39;s prioritization processes suffered from some defect identified during the innovation assessment.  
     [0068] Once values  506  are stored in innovation matrix  516 , gaps  508  in the organization&#39;s innovation capabilities can be identified. For example, an innovation quotient, such as quotient  300  of FIG. 3, can be determined for an organization. The innovation quotient may identify which innovation maturity level  502  should be associated with the organization. Gaps  508  can then be identified when a value  506  for a characteristic  504  resides at a lower maturity level  502 . In the illustrated example, the “Accepted” level may represent the desired maturity level  502 , and gaps  508  exist because values  506  for four characteristics  504  reside at the “Initial” level  502 .  
     [0069] Each gap  508  can be partially or completely corrected through a solution offering  510 . Solution offering  510  represents one or more products, services, processes, or other mechanisms that could be used to close the gap  508  for a particular characteristic  504 . For example, the solution offering  510  for the processes characteristic  504  could include idea repository software and policies, which may be used to disclose and share innovative ideas. The solution offering  510  for the processes characteristic  504  could also include change control forms and policies, which may be used to request and control changes to the products or services offered by the organization.  
     [0070] The solution offering  510  for the financial characteristic  504  could include templates for invisible balance sheets, which would allow funding for innovation to remain separate from ordinary business expenses. It could also include establishing an employee award program and a patent licensing program.  
     [0071] The solution offering  510  for the tools characteristic  504  could include idea tracking software for disclosing ideas and tracking the status of those ideas. It could also include idea ranking software for assigning priorities to ideas and a training package for educating employees and managers on the use of the tools.  
     [0072] The solution offering  510  for the personnel characteristic  504  could include a set of human resources policies, performance review policies, reward systems, and training to help improve the environment in which the employees operate. The solution offering  510  for the management characteristic  504  could include training courses and tools designed to educate the managers about the various innovation capabilities of the organization. The solution offering  510  for the employee perception characteristic  504  could include programs to educate and encourage the employees to use available tools. The solution offering  510  for the customer perception characteristic  504  could include programs to increase customer awareness of the value of innovation.  
     [0073] Although FIG. 5 illustrates one example of an innovation matrix  516  for quantitatively modeling innovation capabilities of an organization, various changes can be made to FIG. 5. For example, transition matrix  516  may include any number of maturity levels  502  and organizational characteristics  504 . Also, the maturity levels  502 , organizational characteristics  504 , and values  506  illustrated in FIG. 5 are for illustration only.  
     [0074]FIG. 6 illustrates an example display  650  identifying current innovation capabilities of an organization. In the illustrated example, display  650  represents a dashboard display in a window that can be shown to a user. In this example, the display  650  includes one or more panels  652 . The panels  652 , the arrangement of the panels  652 , and the contents of the panels  652  shown in FIG. 6 are for illustration only.  
     [0075] In this embodiment, panel  652   a  contains real-time information about specific innovation capabilities of an organization. For example, panel  652   a  includes information about revenue from patent licensing programs, the value of employee development abilities, the number of innovative ideas approved, and the value of white papers published. Panel  652   a  also includes a summary bar  654 . Summary bar  654  identifies the current percentage of resources dedicated to innovation capabilities in a particular period, such as the current fiscal year. The innovation capabilities shown in panel  652   a  are for illustration only. Other or additional innovation capabilities could also be shown in panel  652   a.  In a particular embodiment, the user can specify which innovation capabilities are displayed in panel  652   a.  In this way, the display  650  can be customized for a particular user.  
     [0076] Panel  652   b  contains real-time information about various overall aspects of an organization. In this example, panel  652   b  contains information about the assets of the organization. A portion of the assets information may include an overall value or expense of the innovative capabilities of the organization. Other or additional overall aspects of the organization could also be shown in panel  652   b.  In a particular embodiment, the user can specify which aspects are displayed in panel  652   b,  allowing for additional customization of display  650 .  
     [0077] Display  650  further provides for customized views of individual lines of the organization, such as for individual divisions  202  of organization  200 . The different views may be available under different notebook tabs  656 . Each division  202  of organization  200  could have a display similar to the arrangement and composition of display  650 . Other or additional customized views could be supported in system  100  without departing from the scope of this disclosure.  
     [0078] System  100  may use any suitable information from any suitable source or sources to generate display  650 . For example, dashboard generator  124  could access information contained in spreadsheets, accounting programs, idea tracking tools, human resources systems, and any other or additional repository of information.  
     [0079] Although FIG. 6 illustrates one example of a display  650  identifying current innovation capabilities of an organization, various changes may be made to FIG. 6. For example, other types of displays can be used in place of a dashboard display. Also, display  650  could include any number of panels  652 , and each panel  652  may include any suitable information.  
     [0080]FIG. 7 illustrates an example method  700  for managing innovation capabilities of an organization. In the following description, some steps of method  700  may be described as being performed by a user of system  100 , and other steps may be described as being performed by system  100 . In another embodiment, each step could be performed by the same entity or by system  100 .  
     [0081] The desired innovation maturity level of an organization is identified at step  702 . This may include, for example, a user identifying the industry in which the organization operates. This may also include the user identifying the innovation maturity level  302  associated with the identified industry. This may further include the user using the graph illustrated in FIG. 3 to identify the innovation quotient  300  associated with the identified innovation maturity level  302 .  
     [0082] The innovation capabilities of the organization are assessed at step  704 . This may include, for example, the user performing an innovation assessment of the organization. In particular, this could include the user analyzing the various divisions  202  in an organization  200 . The user could also analyze the organization in terms of the various characteristics  504  shown in FIG. 5. The user could further analyze these characteristics  504  for different categories of employees. Example categories may include organizational sets of employees, such as manufacturing, sales, and engineering employees. Example categories could also include communities of employees, such as financial, technical, and business employees.  
     [0083] The innovation maturity level of the organization is determined at step  706 . This may include, for example, the user using the results of the innovation assessment to identify the current innovation maturity level of the organization. This may also include the user using the factors  400  illustrated in FIG. 4 to identify the current innovation maturity level  402  associated with the organization.  
     [0084] Gaps or problems in the organization&#39;s innovation capabilities are identified at step  708 . This may include, for example, server  102  storing quantitative information generated during the assessment in a transition matrix. This may also include gap analyzer  120  or the user identifying aspects of the organization that fall below the desired innovation maturity level from step  702 .  
     [0085] Solutions to any problems in the organization&#39;s innovation capabilities are identified at step  710 . This may include, for example, server  102  or the user identifying solutions for each organizational characteristic that lacks a suitable amount of innovation capabilities. The identified solutions are made available to the organization at step  712 . This may include, for example, installing products within the organization, providing services to the organization, establishing policies within the organization, and holding training sessions for people within or outside the organization.  
     [0086] The real-time status of the organization&#39;s innovation capabilities can be displayed to one or more users at step  714 . This may include, for example, dashboard generator  124  retrieving organizational information  128  from databases  126  supported by the organization. This may also include dashboard generator  124  producing one or more displays for a user, such as the display  650  shown in FIG. 6. The display could further be customized to display specific information desired by the user.  
     [0087] Although FIG. 7 illustrates one example of a method  700  for managing innovation capabilities of an organization, various changes may be made to method  700 . For example, the desired innovation maturity level could be identified after the actual innovation capabilities are assessed. Also, the real-time status of the organization&#39;s innovation capabilities could be displayed at any time. This may include before, during, and after the innovation assessment.  
     [0088]FIG. 8 illustrates an example method  800  for identifying an innovation maturity level of an organization. In the following description, steps in method  800  may be described as being performed by a user of system  100 . In another embodiment, each step could be automated and performed by system  100 .  
     [0089] The processes used within an organization are analyzed at step  802 . This may include, for example, a user of system  100  identifying various processes  208  that support the creation, development, and implementation of innovative ideas in an organization  200 . This could also include the user performing this analysis for an entire organization, by individual divisions  202 , by communities of employees, or in any other suitable manner. This could further include the user determining whether the processes  208  are consistent throughout organization  200  or lack in one or more areas of organization  200 .  
     [0090] The tools available within the organization are analyzed at step  804 . This may include, for example, the user identifying various tools in an organization, such as idea tracking databases, knowledge repositories, or other components.  
     [0091] The financial metrics and budgets within the organization are analyzed at step  806 . This may include, for example, the user determining whether funding for innovation is available in the organization. This may also include the user determining whether the budgets for innovation are separate from other operating budgets and whether funding is approved using suitable standards.  
     [0092] The employee support systems in the organization are analyzed at step  808 . This may include, for example, the user identifying whether employees may collaborate and identify problems facing the organization and possible solutions. This may also include the user identifying whether an invention reward program exists and how effective it operates. This may further include the user determining whether training programs exist to ensure that employees know what tools, resources, and programs are available to support innovation.  
     [0093] The mechanisms for managing intellectual capital in the organization are analyzed at step  810 . This may include, for example, the user determining whether employees and managers are trained to understand the importance of intellectual property rights. This could also include the user determining whether the organization has a policy on licensing intellectual property rights.  
     [0094] Employee perceptions on the organization&#39;s innovation capabilities are surveyed at step  812 . This may include, for example, the user surveying random employees in various divisions  202 , communities, or other groups within organization  200 . Customer perceptions on the value of the organization&#39;s innovation capabilities are surveyed at step  814 . This may include, for example, the user surveying customer attitudes about the organization.  
     [0095] Quantitative values for each characteristic are generated at step  816 . This may include, for example, the user evaluating the presence or absence of each process, tool, financial setup, personnel or management attribute, and employee or customer perception. This may also include the user evaluating the strength of each. The overall score or value for each characteristic may represent the overall strength or weakness of each characteristic in supporting or inhibiting innovation in the organization.  
     [0096] The quantitative values are stored at step  818 . This may include, for example, storing quantitative values  506  in transition matrix  516  of FIG. 5. This may also include inserting each quantitative value  506  into an entry  501  associated with a particular maturity level  502 . The maturity level  502  associated with each characteristic can be selected in any suitable manner. For example, the magnitude of the quantitative value could be used to select a maturity level  502 . Higher values would be placed in higher levels  502 , and lower values would be placed in lower levels  502 .  
     [0097] Although FIG. 8 illustrates one example of a method  800  for identifying an innovation maturity level of an organization, various changes may be made to method  800 . For example, the various characteristics could be analyzed in any suitable order, and other or additional characteristics could be analyzed. Also, a quantitative value could be generated and stored as each characteristic is analyzed.  
     [0098]FIG. 9 illustrates an example method  900  for displaying current innovation capabilities of an organization. Method  900  may be described with respect to dashboard generator  124  in system  100  of FIG. 1. Other components of other systems could also use method  900  to display the current innovation capabilities of an organization.  
     [0099] Server  102  determines a baseline metric for an innovation characteristic at step  902 . This may include, for example, dashboard generator  124  identifying the total amount of money to be awarded under an employee reward program for the current fiscal year. The information may be retrieved from spreadsheets or any other information repository.  
     [0100] Server  102  determines the current metric for that innovation characteristic at step  904 . This may include, for example, dashboard generator  124  identifying the amount of money actually awarded to employees up to the current date of the current fiscal year. Server  102  displays the current metric mapped against the baseline metric at step  906 . This may include, for example, dashboard generator  124  displaying a bar having a length representing the baseline metric. A line may be positioned in the bar such that the area on one side of the line is proportional to the current metric. Text could also be added around the bar. For example, text on one side of the bar could identify the current metric, and text on the other side of the bar could identify the difference between the baseline and current metrics. As a particular example, the baseline metric could indicate that the organization wishes to file one hundred patent applications this year, and the current metric could show that twenty have actually been filed. Dashboard generator  124  could generate a display having a bar, where the first end of the bar is labeled “20” and the second end of the bar is labeled “80”. The label “20” identifies the number of applications currently on file, and the label “80” identifies the number of applications remaining. A line could be placed one fifth of the way from the first end, showing that one-fifth of that metric has been completed so far.  
     [0101] Although FIG. 9 illustrates one example of a method  900  for displaying current innovation capabilities of an organization, various changes may be made to method  900 . For example, the baseline metric can be identified after the current metric. Also, metrics for multiple characteristics can be displayed. Further, metrics can be displayed in other ways. As a particular example, the current metrics could be displayed without reference to the baseline metrics. In addition, server  102  could receive an indication from the user as to which information should be displayed and how it is to be displayed. Server  102  could then generate customized displays for the user.  
     [0102] While this disclosure has been described in terms of certain embodiments and generally associated methods, alterations and permutations of the embodiments and methods will be apparent to those skilled in the art. Accordingly, the above description of example embodiments does not define or constrain this disclosure. Other changes, substitutions, and alterations are also possible without departing from the spirit and scope of this disclosure, as defined by the following claims.  
     [0103] To aid the Patent Office and any readers of any patent issued on this application in interpreting the claims appended hereto, applicants wish to note that they do not intend any of the appended claims to invoke paragraph 6 of 35 U.S.C. § 112 as it exists on the date of filing hereof unless the words “means for” or “step for” are used in the particular claim.