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Innovation Business Architecture

Page history last edited by Jeffrey Phillips 10 years, 7 months ago

The first model or framework within our collaborative innovation reference framework is the Innovation Business Architecture.

 

The idea behind the Innovation Business Architecture is that innovation must interact with many existing characteristics and capabilities within a firm, especially:

  • Strategy
  • People
  • Process

 

This model seeks to understand and document the relationship between innovation and these capabilities from the "outside in", thus we think of it as "peeling an onion"
to expose underlying layers.

 

By evaluating these capabilities we can begin to establish a "framework" for innovation that is important regardless of the:

  • Industry
  • Geography
  • Skills and capabilities of the staff
  • Type of innovation deployed

 

Click here to view the model in a PowerPoint format.

 

Email us your comments, suggestions or edits to the Innovation Business Architecture model or send us a request to participate on this site.

Comments (2)

jabaldaia said

at 12:26 pm on Apr 27, 2011

Good afternoon!

Firstly, congratulations on the excellent work, presented here that represents food for thought for a long time.

By the dimension of this project I chose a process of participation (and integration) as the doubts that arise when trying to fit them in some experiences here in Portugal.
I'll get by "Innovation Reference Framework" only with a question about the four skills and capabilities that serve as anchor to model innovation or points of orientation towards strategic needs.

I think there is a dimension that I call potential of transformation of resources that should be considered. This is a thought perhaps naive but that seems to be helpful in framing.

There are resources that are often abandoned by not checking their adaptability to new directions, be they physical or human. For example a particular machine or software can admit transformations and pass to meet the future needs without having to fill a gap with costly new features.

With human resources, the identification of potential development makes clearer identification of needs for new features or specific training viable. I am not referring to the identification of market potential, but the identification of the true strength of the organization that is submerged as happens in many organizations.

I think that potential diagnoses are a good bet. Not worth buying new players and equipment without knowing what are those forming part of the 1st and 2nd team!

Is my first approach

Thanks for the opportunity
José Baldaia

Jeffrey Phillips said

at 2:54 pm on Apr 28, 2011

Jose:

Thanks for your comments. It would be interesting for you to explore your ideas in more depth, and help us integrate those into the models. For example, at the end of the PowerPoint presentation which provides the details for the Innovation Business Architecture, we identify four "anchors" within the business, one of which is organizational readiness. I think you are suggesting that the organization also needs to be doing assessments, not merely asserting its readiness. Can you extend your ideas and help us incorporate them into the model?

Thanks!

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