Innovation can be managed

The process ensures the organisation doesn’t take on more than it can handle and that the initiatives undertaken fit with the overall strategy. A well managed process ensures timely innovation since it avoids over commitment of resources and reduces risk through only approving a gate at a time.

This category further emphasis that suppliers can be a very valuable partner in the innovation process. The combination of knowledge acquired through the supply chain can lead to the development of new concepts. This thinking also applies to other forms of business partners. For instance, teaming up with other organisations for joint development is one way of being able to access new knowledge.

The ABEF further recognises that if the organisation has a culture of managing and improving processes, it already has the fundamentals for driving innovation in place. It is already:

• Looking for a better way
• Questioning
• Understanding data
• Knowing how to problem solve and bring about change

Business Results

The ABEF outlines two different types of results, "Indicators of Success" and "Indicators of Sustainability".

The first type focuses on the organisation’s key performance indicators which help to determine if the organisation is achieving planned results from the innovation initiatives. It will also help the organisation’s ability to take any required corrective action and plan for the future.

The second type of business result is intended to ensure the organisation has a formal approach to monitoring sustainability. A well functioning innovation process is a key component for creating sustainability indicators.

The ABEF has been developed over ten years with input from leaders of industry, academia, government and subject-matter experts from around the globe. It is well known and user friendly. Different forms of organisational self assessment and support are available, as are interpretative guidelines on the use of the ABEF with a specific focus on enhancing innovation capability.