Managing Innovation

Managing Innovation
Driving Ideas from Strategic Initiative to Value Creation

Managing Innovation™ Survey: Which Avatar do You Represent?

Along the innovation journey what is your comfort zone? What role do you find yourself playing in the process more than others? Are you the Seeker, the Alchemist, the Judge, the Director or the Magician?

Take the quiz!

The Seeker
The Alchemist
The Judge
The Director
The Magician

Managing Innovation: Driving Ideas from Strategic Initiative to Value Creation ™ is a copyrighted program of Barnes & Conti Associates, Inc.

Answer the following questions to find which Avatar you identify with the most.

I look for ways to align the energy which drives innovation—and our resources behind it—with our strategic intent.

RARELY OFTEN

I take high potential ideas and opportunities and look deeper into them, investigating them from as many angles as possible.

RARELY OFTEN

I develop a fair business case for the best ideas.

RARELY OFTEN

I see to it that our work processes are agile and versatile.

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I ensure that we assess the value we have created.

RARELY OFTEN

I look for innovation opportunities that are a good fit for us.

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I encourage testing and multiple prototyping of promising ideas.

RARELY OFTEN

I actively work to influence key stakeholders to support our ideas.

RARELY OFTEN

I focus on starting and sustaining a high-performing team.

RARELY OFTEN

I look for ways to make the most of the innovation by improving it or finding new applications.

RARELY OFTEN

I encourage open inquiry and a creative climate.

RARELY OFTEN

I focus on finding and allocating the right resources to make the idea a reality.

RARELY OFTEN

I invite customers, experts, and potential users to validate our thinking.

RARELY OFTEN

I keep the team focused by managing external and political issues.

RARELY OFTEN

I draw out “lessons learned” to improve our future innovation processes.

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I design and facilitate sessions where we "hunt and gather" ideas.

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I help determine which ideas are the most promising through constructive debate.

RARELY OFTEN

I get involved in making clear decisions about what to do—and what not to do.

RARELY OFTEN

I make sure the team is driving for timely results.

RARELY OFTEN

I make the time to celebrate everyone’s contributions.

RARELY OFTEN

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