Gartner Research

イノベーション管理の成熟度モデルと評価を使用して、望ましい成熟度に到達する

Published: 17 February 2023

Summary

企業は、イノベーションについての戦略的な意図や組織文化の醸成など、成熟度に関する6つの側面を通じてイノベーション管理に成功を収めている。エグゼクティブ・リーダーは、本リサーチノートに示すイノベーション管理の成熟度モデルを使うことで、自社の成熟度を評価し、パフォーマンス面のギャップを特定し、改善のためのアクションを特定できる。

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要約

主要な所見
  • 革新的企業の大半は、イノベーション組織やプロセスの構築、イノベーション文化の醸成など、共通のステップを経て意図的に成熟度を高めている。

  • 革新的企業は、イノベーション・プラクティスの定義と維持で終わらず、その先まで到達しようと努める。このため、イノベーションに戦略性と信頼性が備わり、コア・コンピテンシとなる。

  • Gartnerのコンサルティングのケーススタディでは、イノベーション管理の成熟度評価が組織におけるギャップの特定と、望ましい状態への成熟度の引き上げにどのように役立つかが判明している。

推奨事項

企業のイノベーション管理能力の向上を目指しているエグゼクティブ・リーダーは、以下を行う。

  • 不確実性の高い時代においては特に、企業にとってのイノベーション管理の全般的パフォーマンス (達成されたビジネス成果を含む) を評価して示すことで、イノベーション管理の成熟度の向上に取り組む。

  • Gartnerのイノベーション管理の成熟度モデルを活用して、企業にとって望ましい適切なイノベーション管理の成熟度を判断し、イノベーション管理手法の改善に対する投資を正当化する。

  • 望ましい成熟度に到達するためのアクションを特定し、そのアクションを通じて成熟度を現在のレベルから向上させる。

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Analysts:

Tsuneo Fujiwara

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