Creating the conditions for innovation is just as important as developing the ideas themselves. But how do we know if an organization has the right conditions to rapidly drive innovation forward? This is where the “Innovation Traction Score” comes into play – a measure that shows how well an organization is equipped to embrace new thinking and act.
This tool helps us understand where we need to put the resources: on driving innovation directly, or on strengthening the ability and desire for innovation within the organization.
Three groups of innovation types
To calculate the Innovation Traction Score, we divide stakeholders into three groups:
- Group A – Those who are prone to change:
These individuals actively support new thinking and embrace innovation. They are the main driving forces in the organization and see change as an opportunity. - Group B – Those who are neutral to change
These people think that new ideas are good in theory, but they rarely actively contribute to creating change. They may be along for the ride, but they don’t take the initiative. - Group C – Those who prefer to avoid change
These individuals prioritize stability and see value in preserving current ways of working. For them, change is a risk rather than an opportunity.
How to calculate Innovation Traction Score?
The Innovation Traction Score is calculated by measuring the proportion of individuals in each group. The formula is simple:
Innovation Traction Score = (Percentage in Group A) / (Percentage in Group B + Percentage in Group C)
This gives a value between 0 and 100, where a higher value means that the organization has a high readiness for innovation. A score above 0.1 indicates that there are good conditions for innovation, while a score above 0.3 indicates a very strong basis for change. If you reach above 1, the conditions are excellent for quickly and effectively gaining traction for new ideas.
To calculate the Innovation Traction Score for different stakeholder groups
In order to get a nuanced picture of the innovation power within an organization, it is important to measure the Innovation Traction Score for different stakeholder groups. These groups include:
Managers and leaders
A high score among the leadership gives the green light for innovation; conversely, a low score may signal that management needs more insight into the importance of change in order to support innovation.
Employees
Employees are the engine of innovation in many organizations. A high score here means that ideas and initiatives can flourish at all levels.
Partner organizations and suppliers
A high score with partners gives the opportunity for co-creation, while a low score requires dialogue around renewal and flexibility.
Financiers
Financiers with a high score show support for innovation and new thinking risks. If they have a low score, you may need to work on creating an understanding of innovation potential and long-term profits.
Customers
Customers with a high score are often open to new offers and can act as a test bed for innovations. A low score may require customer surveys to understand what is needed to win their trust.
Different strategies for different groups
If the Innovation Traction Score shows large differences between groups, different strategies are required. The groups with low scores may need to be inspired and educated on why renewal is crucial for future success. Here, communication about the benefits of innovation is central – from cost savings and efficiency to new opportunities and increased value. For those with a high score, co-creation is the key. By involving them in the development process, giving them tools and responsibilities, you create ambassadors for innovation who can drive the change forward.
Innovation Traction Score – A metric that shows the direction
Metrics in innovation never show the whole picture, but the Innovation Traction Score can be a powerful tool for identifying where focus and resources need to be deployed. Since innovation requires both new thinking and practical doing, this measure becomes an indicator of what activities are needed to create a culture of change. By actively measuring and acting on this score, organizations can build a strong foundation for innovation – a foundation where ideas are not just visions, but also realized.
