Advanced Institute of Management (AIM) Research

Accessibility: Default Text/Colour :: Large | X-Large | XX-Large :: High Contrast

Advanced Search

Our sister organisation AIM Practice offers practical tools and techniques for managers and consultants. Find out more at www.aimpractice.com

You are here: AIM Media Centre >> AIM Toolkit >> Innovation Benchmarking Tool

Events

Innovation Benchmarking Tool

Personal Information

Please complete the following required information

Any information supplied in this questionnaire will be used for reference only. It will not be used for research or any other purpose.

Name
Email

Would you like to sign up to our mailing list to receive the quarterly AIM e-newsletter and information about AIM events and conferences?

Yes No

If this information is correct please tick the box to continue with the rest of the form

Consider each statement, and assign a rating from 1 to 5, using the following scale: 1 (strongly disagree), 2 (disagree), 3 (neither agree nor disagree), 4 (agree), 5 (strongly agree)

Radical Product Innovation

	1	2	3	4	5
Our firm frequently introduces products that are radically different from existing products in the industry.	1	2	3	4	5
Our firm leads others in introducing products based on radically new technologies.	1	2	3	4	5
We have no difficulty in introducing products that are radically different from existing products in the industry.	1	2	3	4	5

Our firm frequently introduces products that are radically different from existing products in the industry.

Our firm leads others in introducing products based on radically new technologies.

We have no difficulty in introducing products that are radically different from existing products in the industry.

Willingness to Cannibalize

	1	2	3	4	5
We are very willing to sacrifice sales of our existing products to improve sales of our new products.	1	2	3	4	5
We tend to support new projects that could take away from sales of our existing products.	1	2	3	4	5
We will aggressively pursue a new technology even if it causes existing investments to lose value.	1	2	3	4	5

We are very willing to sacrifice sales of our existing products to improve sales of our new products.

We tend to support new projects that could take away from sales of our existing products.

We will aggressively pursue a new technology even if it causes existing investments to lose value.

Future Market Focus

	1	2	3	4	5
Our firm gives more emphasis to customers of the future relative to current customers.	1	2	3	4	5
Market research efforts in our firm are aimed at obtaining information about customers' needs in the future, relative to their current needs.	1	2	3	4	5
We are quick to detect fundamental shifts in our industry (e.g. competition, technology, regulation).	1	2	3	4	5
Our firm is oriented more toward the future than the present.	1	2	3	4	5

Risk Tolerance

	1	2	3	4	5
Managers in our firm often take risky decisions.	1	2	3	4	5
Relative to other firms, we tend to favour higher-risk, higher-return investments.	1	2	3	4	5
We are keen to engage in untested business ventures.	1	2	3	4	5
We believe it is often necessary to take calculated risks.	1	2	3	4	5

Product Champions

	1	2	3	4	5
Employees with new product ideas receive a lot of support in our firm.	1	2	3	4	5
Top managers in our firm strongly support champions of ideas for new products.	1	2	3	4	5

Employees with new product ideas receive a lot of support in our firm.

Top managers in our firm strongly support champions of ideas for new products.

Incentives for Enterprise

	1	2	3	4	5
We provide generous monetary rewards to innovative employees.	1	2	3	4	5
We provide many non-monetary rewards (e.g., recognition, autonomy) to innovative employees.	1	2	3	4	5

We provide generous monetary rewards to innovative employees.

We provide many non-monetary rewards (e.g., recognition, autonomy) to innovative employees.

Autonomy

	1	2	3	4	5
New product and process decisions in our firm do not require the approval of the corporate office.	1	2	3	4	5
Most strategic actions can be taken in divisions in our firm before the corporate office approves these actions.	1	2	3	4	5

New product and process decisions in our firm do not require the approval of the corporate office.

Most strategic actions can be taken in divisions in our firm before the corporate office approves these actions.

Internal Competition

	1	2	3	4	5
Divisions in our firm frequently enter markets served by other divisions.	1	2	3	4	5
Divisions in our firm actively compete with each other to gain new markets.	1	2	3	4	5

Divisions in our firm frequently enter markets served by other divisions.

Divisions in our firm actively compete with each other to gain new markets.

Submit Form

Thank you for taking the time to complete this form. If you are happy that you have completed all elements please tick the box and select the submit button.

Previous page: AIM Toolkit
Next page: Podcasts