Resource dedication metrics for radical innovation projects
| Key performance indicator | Measurement | Description |
|---|---|---|
| Active projects supported | Table overview, text | Gives an overview of projects supported as a part of the current pipeline ($ spent, $ on budget) with a headcount indication per project (i.e. conversion of full-time employee per project). Gives management an indication of how resources are distributed across the pipeline |
| Intangible resources | 1-5 Likert scale, market/tech., degree to which internal resources can fulfill task | Does the firm have an “in-house” market and technology know-how to fulfill the task? Does the firm’s knowledge base have the right competencies and absorptive capacity to fulfill the task? |
| Tangible resources | Text: financial, equipment, etc. | Does the firm possess, and is it able and willing to allocate, adequate financial resources and equipment for the project? (Before any serious commitment is made to the projects, the firm has to decide whether it is willing to dedicate substantial investment for the new project in terms of tangible resources) |
| External resources | # of partners, text: expertise of partners | Do we have an accessible ecosystem of upstream and downstream complementors and partners, as well as the institutional support to pursue the project? Under which premises can we dedicate external partners for the project, and what are our requirements for the partners? External partners are often crucial for radical innovation project success. Clear orientations of dedication and tolerance for the project should be stated early on |
| Key performance indicator | Measurement | Description |
|---|---|---|
| Active projects supported | Table overview, text | Gives an overview of projects supported as a part of the current pipeline ($ spent, $ on budget) with a headcount indication per project (i.e. conversion of full-time employee per project). Gives management an indication of how resources are distributed across the pipeline |
| Intangible resources | 1-5 Likert scale, market/tech., degree to which internal resources can fulfill task | Does the firm have an “in-house” market and technology know-how to fulfill the task? Does the firm’s knowledge base have the right competencies and absorptive capacity to fulfill the task? |
| Tangible resources | Text: financial, equipment, etc. | Does the firm possess, and is it able and willing to allocate, adequate financial resources and equipment for the project? (Before any serious commitment is made to the projects, the firm has to decide whether it is willing to dedicate substantial investment for the new project in terms of tangible resources) |
| External resources | # of partners, text: expertise of partners | Do we have an accessible ecosystem of upstream and downstream complementors and partners, as well as the institutional support to pursue the project? Under which premises can we dedicate external partners for the project, and what are our requirements for the partners? External partners are often crucial for radical innovation project success. Clear orientations of dedication and tolerance for the project should be stated early on |
Source: Based on literature review and the case studies in this paper