The Operational Innovation Capability Model is designed to enhance delivery of new products through the fostering of shared vision among development teams and improved behavioural skills.
The Operational Innovation Capability Model explores the social and personal capabilities of individuals in the context of an innovative project. These capabilities are demonstrated in individual behaviours that exert strong influence on the outcome of that project. By fostering positive behaviours and managing negative behaviours, the introduction of innovation is smoothed allowing enhanced technical outcomes.
What outcome can be expected?
Teams responsible for the delivery of new products may expect:
Improved understanding of how personal and social skills contribute to the innovation process, leading to
Significantly enhanced personal and team contribution to the innovation process
There are three main elements:
Operational Innovation Capability Model: identifies the various facets of capability required for the successful deployment of an innovative project
Innovation Process Model: establishes the level of innovation challenge and creates a shared vision
Preparing Teams for Innovation Handbook: describes the deployment process
When should you use it?
Organisations contemplating the deployment of innovative technology should use the Operational Innovation Capability Model to align their innovation goals with required Human Resource Development (HRD) activities.
How does it work?
A facilitator working with a development team within a client organisation will start by establishing a shared understanding of the innovation challenge. The facilitator will then use the Operational Innovation Capability Model to:
Identify the required behaviours for successful innovation, focusing on human enabling factors, and
Identify individual needs and match them with HRD practices and processes
This tool requires a skilled HRD facilitator to coach the development team, with a view to modifying behaviour and creating an environment that fosters appropriate soft skills. A commitment to the importance of this activity must come from senior management.