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Impediments to Innovation
| Ideas Inside | Rating |
| Item 1 | Our culture makes it hard for people to put forward novel ideas | |
| Item 2 | People in our organisationcome up with very few good ideas on their own | |
| Average Rating | |
| Ideas Outside | Rating |
| Item 3 | Few good ideas for new products and businesses come from outside the company | |
| Item 4 | Our people often exhibit a 'not invented here' attitude -ideas from outside aren't considered as valuable as those invented within | |
| Average Rating | |
| Cross Pollination | Rating |
| Item 5 | Few of our innovation projects involve team members from different units or functions | |
| Item 6 | Our people typically don't collaborate on projects across units, businesses, or functions | |
| Average Rating | |
| Selection | Rating |
| Item 7 | We have tough rules for investment in new projects -it's often too hard to get ideas funded | |
| Item 8 | We have a risk-averse attitude towards investing in novel ideas | |
| Average Rating | |
| Development | Rating |
| Item 9 | New product development projects often don't finish on time | |
| Item 10 | Managers have a hard time getting traction developing new businesses | |
| Average Rating | |
| Diffusion | Rating |
| Item 11 | We are slow to roll out new products, services and businesses | |
| Item 12 | We don't penetrate all possible channels, customer groups and regions with new products and services | |
| Average Rating | |
Developing an Innovation Culture
| Decision autonomy | Rating |
| Item 1 | I have full control over the decisions/activities affecting me | |
| Item 2 | My line manager(s) tend to take a passive, hands-off approach to managing employees | |
| Average Rating | |
| Slack for experiment | Rating |
| Item 3 | My tasks tend to be broadly-defined, requiring a great deal of creativity | |
| Item 4 | Funds/resources are freely available for me to pursue any new idea | |
| Average Rating | |
| Stretch | Rating |
| Item 5 | The goals for my department/area are overly challenging/aggressive | |
| Item 6 | My line manager(s) assign projects and performance objectives that overly stretch my capabilities | |
| Average Rating | |
| Focus | Rating |
| Item 7 | The strategy for my department/area is so unclear that much interpretation is needed | |
| Item 8 | There does not seem to be a clear focus to the projects being pursued in my department/area | |
| Average Rating | |
| Rule-based boundaries | Rating |
| Item 9 | Risk factors (regulatory, reputational, operational) have little impact on whether I can pursue an idea | |
| Item 10 | The number of functions needed in my department/area to sign off on a significant new activity is very low (typically 1-2) | |
| Average Rating | |
| Norm-based boundaries | Rating |
| Item 11 | My line manager(s) strongly encourage departing from formal roles and responsibilities | |
| Item 12 | There are few informal/formal rules inhibiting me from pursuing new ideas | |
| Average Rating | |
| Support System | Rating |
| Item 13 | I frequently lack the necessary information to make the right decisions | |
| Item 14 | Processes and systems to replicate best practices and share knowledge are ad hoc at best | |
| Average Rating | |
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