Better measurement for innovation
Learn how large organizations use innovation dashboards to communicate about innovation performance. What metrics are used? Who are the audiences? What software is used?
Innovation dashboards have emerged as an important tool to help address a significant challenge in innovation performance measurement: how best to communicate innovation performance data to different audiences in an organization.
To better understand the current practices related to innovation dashboards, IRI (an industry organization focused on enhancing innovation management practice) conducted a survey of their members and other large organizations. Collectively the respondents represent in excess of $10 billion in annual R&D investment. Our report presents the results of that survey.
An innovation dashboard is a synthesized view of an innovation portfolio’s performance. The reporting format can range from a sophisticated data visualization updated in real time, to a few numbers periodically updated on a team’s whiteboard!
Good innovation dashboards report innovation metrics that enable the audience (often senior business & innovation leaders) to effectively manage their innovation portfolio(s). Those metrics typically capture information about the innovation portfolio’s performance, e.g.:
The diagram below illustrates the information one survey participant’s organization reports on their innovation dashboard—download the full report for further information.
Innovation dashboards are widely used by large organizations who invest heavily in R&D or innovation. Nearly 60% of organizations surveyed were using innovation dashboards—and an additional 25% were considering creating a dashboard.
Amongst those organizations, most used their innovation dashboard to communicate with management audiences. And most used their dashboards to communicate with multiple audiences—for example, around 80% serve at least three audiences. Using a single dashboard needs to be approached with caution given the very different needs of, for example, a portfolio manager and a chief innovation officer.
The information about innovation performance that organizations report on innovation dashboards can be segmented into three main categories:
Project-level information reported on innovation dashboards typically includes metrics on:
The graph below illustrates the most commonly used innovation metrics to track potential project value—download the full report to see which metrics are used for the other aspects of innovation project performance.
Innovation dashboards are also used to report on the status of in-progress projects. The graph below shows how organizations view the effectiveness of different metrics used for reporting status.
Practitioners prefer to use status metrics that focus on the outcomes or outputs of the project—which are all proxies for learning, the ultimate objective of an innovation project. Metrics that track inputs (e.g. resource utilization) are seen as less effective—but still useful.
Innovation dashboards can be a useful tool for monitoring the state of an organization’s innovation portfolio.
The 3 most common categories used to illustrate portfolios align with common management questions:
To communicate information about the “state of innovation” at an organizational level, organizations use a mixture of innovation metrics across the following categories:
Reporting innovation metrics across each of these four categories will provide a complete picture of an organization’s innovation performance (see here for further details). While a majority of organizations report metrics for 2 of these categories, none are reporting metrics across all four categories.
Findings from the survey identify common aspects of how innovation dashboards are set up and managed:
Most firms use simple tools like Excel or a dedicated database & website to create their dashboards. More specialized data visualization software is used by some, including Microsoft’s Power BI, Tableau and Qlikview.
Identify your audience
Who are your “customers”? e.g. Director of R&D, VP of business unit, etc.
Understand their information needs
What decisions do they need to make and what information does that require?
Choose what information to share
What information is it feasible, efficient and effective to share via a Dashboard ?
Build an MVP
Test a minimum viable product with a sample of your audience and refine based feedback.
Select software
Note: “Select software” is Step 5, not Step 1—don’t be tempted to start with software as it won’t answer the question of what you should measure.
Implement and launch
Launch!
Review
Conduct quick, periodic reviews (e.g., once a year) to make sure the dashboard is doing its job.
1. Identify your audience
Who are your “customers”? e.g. Director of R&D, VP of business unit, etc.
2. Understand their information needs
What decisions do they need to make and what information does that require?
3. Choose what information to share
What information is it feasible, efficient and effective to share via a Dashboard ?
4. Build an MVP
Test a minimum viable product with a sample of your audience and refine based feedback.
5. Select software
Note: “Select software” is Step 5, not Step 1—don’t be tempted to start with software as it won’t answer the question of what you should measure.
6. Implement and launch
Launch!
7. Review
Conduct quick, periodic reviews (e.g., once a year) to make sure the dashboard is doing its job.
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