How to Develop Innovation KPIs in an Execution-Oriented Company

Victoria Lakiza,Isabelle Deschamps

doi:10.22215/timreview/1168

Abstract

IntroductionWhen they grow and become more established, companies tend to lose their innovation capabilities while focusing on the execution of everyday routines. In this article, we refer to such companies as execution-oriented, where “execution” refers mainly to short-term actions as opposed to long-term, systemic, and strategic thinking” (Lakiza, 2018). Such a company is

Highlights

When they grow and become more established, companies tend to lose their innovation capabilities while focusing on the execution of everyday routines
Not all the research data collection methods were directly associated with the key performance indicators (KPIs) development mandate, the resulting observations contributed to the thinking on the most appropriate innovation KPIs
There was a significant gap between what came out as the appropriate measures from the stakeholder input activities, the type of measures they were using, and the specific indicators they had in mind for innovation

Summary

Introduction

When they grow and become more established, companies tend to lose their innovation capabilities while focusing on the execution of everyday routines. We refer to such companies as execution-oriented, where “execution” refers mainly to short-term actions as opposed to long-term, systemic, and strategic thinking” (Lakiza, 2018). Such a company is risk averse and focuses on delivering tangible outputs without ensuring that the resources spent are contributing to the company’s high-level objectives. A development project focused on innovation key performance indicators (KPIs) was seen by the Company as one way to support the development of their innovation capabilities It was led by the first author of this paper as one of seven projects within a portfolio of longitudinal action research supervised by the second author

Objectives

Methods

Discussion

Conclusion