Jump-Start Your Innovation Journey With a

Customizable Innovation Framework

FOUNDATIONAL Refreshed: 29 April 2020 | Published: 4 December 2018 ID: G00369323

Analyst(s): Jackie Fenn, Mary Mesaglio, David Cearley, Irving Tyler, Erik Van Ommeren, Darren Topham,
Peter Skyttegaard

In the digital era, business change is the new normal and innovation is
essential to success. Yet navigating the expanding landscape of innovation
approaches can be intimidating. CIOs can use this innovation framework to
design innovation roadmaps that deliver high-value business outcomes.

FOUNDATIONAL DOCUMENT
This research is reviewed periodically for accuracy. Last reviewed on 29 April 2020.

Analysis
Deciding on the best approach to drive innovation is a growing challenge for CIOs and other
business and strategy leaders. The pressure to innovate through technology is constant, and the
range of approaches available to potential innovators is expanding. This leads to a situation where
many innovation leaders know that they have to “do something” but are unsure exactly what that
something should be.

To address this problem, Gartner has developed a framework (see Figure 1) that helps CIOs and
other innovation leaders take stock of their goals and current situation. Based on that information,
they can determine which innovation approaches and activities are likely to yield the best results.
The model is applicable to all types of innovation, not just technology-focused or IT-led initiatives.

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 Figure 1. Framework for Customizable Innovation Journeys

Source: Gartner (December 2018)

Business and Innovation Goals Establish the Destination

Innovation is a process to achieve an important outcome — it is not an end unto itself. Successful
innovation requires a clear and valued purpose against which to innovate. To begin the journey
toward effective innovation, innovation leaders need to work with business partners to define the
business goals for innovation and to establish what success looks like. For a company, business
goals typically relate to revenue, profits, process efficiency or customer loyalty. For a government
organization, business goals might be improvements in service quality, staff effectiveness or citizen
satisfaction.

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 Ideally, business goals are well-articulated in corporate strategy documents, business plans,
mission statements or government directives. In the absence of clear guidance, innovation leaders
may need to extract the goals from the minds of executives and line-of-business leaders, or may
need to work with them to define and document absent or semiformed goals. To improve innovation
performance and impact, organizations also need to set distinct innovation goals. Common areas
where organizations aim to improve their innovation abilities include:

■ Impact — Organizations may want to increase the level of ambition of their innovation. They
may be successful at small-scale, incremental innovation, but want to establish ways to
generate and purse bold ideas and manage the accompanying risks.
■ Pipeline — Most organizations have some level of innovation success, but it may be occasional
and ad hoc. To improve the predictability, frequency and quantity of successful innovation,
organizations may aim to become more deliberate in generating a pipeline of ongoing
innovation through a repeatable innovation process.
■ Pace — A common pitfall of innovation projects is that they lose momentum after the first flush
of enthusiastic prototyping. Projects becomes delayed due to funding, approval, handover,
scaling or other issues associated with force-fitting innovation into traditional processes with
long cycle times. A common objective is to speed up the pace of innovation, particularly in
terms of increasing the speed of decision making about whether to invest further or not.
■ Involvement — Somewhat orthogonal to the three other areas, many organizations decide that
they want to be more inclusive in their approach to innovation (rather than, or in addition to,
having full-time innovation specialists). This includes internal innovation initiatives to improve
the “culture of innovation” as well as the desire to open up to external partnerships.

Table 1 shows examples of how differences in business and innovation goals are likely to impact the
design of your innovation journey.

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 Table 1. Examples of How Business and Innovation Goals Impact Innovation Decisions

Business and Innovation Innovation Approaches and Activities

Goals

To develop new business
models, or major new
product or service offerings.
Create an innovation lab with full-time resources to identify and explore new
approaches and opportunities.
Incubate internal teams to run with specific ideas.
Work with startups or incubators to identify new or adjacent approaches.
Create a new product development team.

To improve existing Run an innovation challenge for employees, customers or other stakeholders.
products and services. Create an innovation or emerging technology team to identify potential technology
advances or other ideas to trigger new capabilities.

To improve customer-facing Create a customer experience competency center or lab.

innovation specifically, Train designers and other employees in design thinking.
including customer
experience.

To surface bold new ideas. Run a shark tank/dragon’s den competition where employees can pitch big ideas.
Run moderated workshops or design sprints with creative-thinking triggers (for
example, a stretch goal).

To create an ongoing stream Define an innovation process that emphasizes end-to-end completion, and appoint
of innovation. someone to track process strengths and challenges over time.
Create a cadence of innovative ideas through full-time teams or regular events.

To create a culture of
innovation.
Ensure that executives expect and ask all areas of the business to innovate.
Work with HR to ensure that incentives, key performance indicators (KPIs) and bonuses
demonstrate that innovation is valued as part of people’s “day jobs.”
Provide opportunities and time for employees to contribute to innovation.
Implement innovation “hacks” that directly drive behavior change (see “The Art of
Culture Hacking”).

Source: Gartner (December 2018)

Both business and innovation goals need to be specific enough that success can be measured.
Many innovation initiatives are launched with vague goals, such as “our CEO wants us to innovate
more” or “we want a culture of innovation.” While these may be worthy goals, they are not specific
enough to guide innovation planning. Innovation leaders need to determine which aspects of the
business are targets for innovation and what successful business outcomes look like. Is the goal to
create new, industry-changing business models, to launch a customer-centric innovation
competency, or to improve a specific business process? Would cost savings of $300,000 be a great
outcome, or are you looking for the next billion-dollar revenue opportunity? For the innovation goals,
is it okay to lock three smart people in a room until they come up with a big idea, or is the goal to
involve more employees in innovation activities? Will you achieve your business goals through
internal innovation activities, or do you need to develop an ecosystem of external contributors?
Specific goals support the creation of relevant metrics that allow progress and results to be
measured.

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 See “Successful Innovation Begins With the Business Strategy: Use Business Objectives and Goals
to Start Your Innovation Journey” for guidance on how to identify, understand and apply objectives
and goals to guide innovation design.

Context and Principles Provide the Guardrails

The second major set of factors influencing the design and selection of innovation activities is the
environment in which you will operate, consisting of your context and your principles. Goals act as
the destination, while context and principles act as guardrails that shape and limit the perimeter of
your choices.

Three main categories of context include:

■ The organizational or corporate climate, such as how willing your organization is to embrace
change
■ The nature of your innovation program, including how experienced you are and what resources
are available
■ Innovation focus and targets, such as whether you are aiming for a large number of incremental
innovations or a small number of game-changers (Note that focus and targets are largely
determined by your innovation goals.)

Some of these contextual factors will seem like “givens,” and some will clearly be choices that an
innovation leader makes. However, one person’s choice is another person’s “given.” As an
innovation leader, you may find yourself responsible for setting business or innovation goals
(particularly the latter), or you may find yourself on the receiving end of someone else’s. For
example, if an executive tasks you with leading a distributed, part-time innovation program, then a
lack of full-time staff is part of your context.

It is worth noting that context is rarely set in stone. You could choose to push back and persuade
your executive that full-time effort and additional funding will be required to meet the company’s
innovation goals, thus resetting the context. Even a seemingly immutable context can potentially be
changed. For example, if regulatory issues are hampering your innovation efforts, then you could
certainly try to work within the constraints of the regulations. However, you could also decide to
create a cross-industry effort to work with regulators to update the requirements, or to launch
anyway and address legal repercussions later (as Uber and Airbnb did).

Part of your growth as an innovation leader is knowing when and how to work within a given context
and when you will need reshape the context in order to meet your goals.

Principles are guidelines that help people know how to behave at key decision points. They are
most useful when a reasonable person could argue the opposite (for example, a principle like “We
strive for innovation excellence” is not particularly helpful, as nobody would deliberately strive for
innovation mediocrity).

A common principle for technology innovation relates to whether speculative experimentation is

encouraged or not. About half of the innovators we talk with have aggressive innovation principles

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 along the lines of “We aim to challenge incumbent thinking and to bring new ideas to business
leaders.” The other half have adopted a less aggressive stance where “We only innovate if there is a
clear business sponsor.” Either approach may be right for you depending on your context, but each
will lead to different decisions in designing an innovation program or process. See Table 2 for
examples of how contextual factors and principles impact innovation decisions, and see “Your
Context and Principles Are Key When Starting an Innovation Journey” for a detailed discussion of
how to formulate your own context and principles.

Table 2. Examples of How Innovation Context and Principles Impact Choice of Innovation Activities

Examples

Appetite for Risk

Where appetite for risk is low: Where appetite for risk is high:
■ Ask users or customers for ideas ■ Understand new business models

■ Contract with external service providers ■ Establish and leverage relationships with incubators and
startups
■ Create a business case for an innovation
■ Spin off new unit/company to develop and deliver

Funding

Where funding is low or nonexistent: Where innovation is well-funded:

■ Create an internal network for innovation ■ Create and run an innovation center or lab

■ Bootstrap growth from small successes ■ Establish stage gates for decisions on ideas/
opportunities
■ Hire interns
■ Hire innovation staff

Technology Focus

For digital or technology-focused innovation: Where focus is on any innovation:

■ Create a technology innovation team ■ Appoint a chief innovation officer

■ Run regular technology scans ■ Run an ideation challenge

■ Design experiments, evaluations and prototypes ■ Design minimum viable products

Source: Gartner (December 2018)

Activities Are the Building Blocks of Innovation Programs

Every innovation leader should plan to perform a number of activities as part of their role, as shown
in Figure 2. These activities are divided into two layers:

■ Organize: The Organize layer contains the activities for designing and maturing innovation
programs and initiatives, including nurturing a culture of creativity. Selecting the right activities
from the Organize layer will mature your innovation competency from accidentally innovative to
intentionally innovative.

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 ■ Execute: The Execute layer contains activities for the processes that take an idea from inception
through to delivering business value.
Figure 2. Essential Innovation Activities

Source: Gartner (December 2018)

These essential, high-level activities could be performed in many different ways. It is in the details of
how (and how much) these activities are performed, and who performs them, that we encounter the
broad and ever-growing set of innovation choices. We have identified over 100 innovation activities
in the Organize and Execute layers, as shown in Figures 3 and 4. For details and definitions of the
activities in the Organize layer, see “Organizing for Innovation: Maturing From Accidental to
Intentional Innovation.” For an exploration of activities in the Execute layer, including a discussion of
commonly used innovation processes, see “Executing on Innovation: Design the Process From Idea
to Value.”

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 Figure 3. Landscape of Innovation Activities: Organize Layer

Source: Gartner (December 2018)

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 Figure 4. Landscape of Innovation Activities: Execute Layer

Source: Gartner (December 2018)

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 Use the Innovation Framework to Design Your Unique Innovation Journey
Embarking on 100 different innovation activities is neither possible nor useful for most organizations,
particularly those just starting out (although the most aggressively innovative companies will not
only try most of them but add new ones over time). Designing or improving your organization’s
innovation capabilities involves identifying which of these activities are most likely to lead to your
goals, considering your context and principles. In the next section, we will introduce four common
scenarios that can be used to jump-start your design, but first let’s take a look at how you would
use the innovation framework model to design your unique, customized innovation journey.

An ideal design flow starts with defining business and innovation goals and assessing (and possibly
adjusting) the context and principles to create a unique profile for your situation. This profile can
then be applied to filter the space of available activities down to those that are most likely to
achieve your goals and to design a plan of action, or roadmap, based on those activities.

We saw in Tables 1 and 2 how different goals and context would lead you to prefer different
innovation approaches and activities. Some of the options form a spectrum of choices. For
example, Figure 5 shows a range from simple, low-cost activities that tend to lead to incremental
innovation (such as asking customers and users for ideas), to ambitious, high-investment activities
that are more likely to generate bold new approaches (such as working with startups and incubators
or acquiring a company). Figure 6 shows increasing levels of investment in innovation resources,
which are likely to correspond to the quantity, quality and frequency of innovation generated.

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 Figure 5. Activities That Deliver Higher-Impact Ideas

Source: Gartner (December 2018)

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 Figure 6. Activities That Expand Innovation Resources

IP = intellectual property

Source: Gartner (December 2018)

Recognize that we are providing a framework and, as such, it is not intended to provide the
complete list of possible framework elements. There may be goals or context factors unique to your
situation that we have not included in the lists of examples. For example, you may need to consider
specific personalities or political situations, or a disastrous earlier attempt at a particular innovation
approach that has soured the company on trying it again for a while.

While we have presented an ideal design flow from determining goals to identifying contexts and
selecting activities, reality is far messier. An innovation leader’s entry point into this decision-making
framework may start anywhere, including at the activity level. For example, you may be faced with
one of the following situations:

■ “We want to use the upcoming employee off-site to run some innovation workshops. What
should they focus on?” (Answer: Short workshops are great for creative idea generation and
problem solving, so you will need to identify some worthy business goals or problems to
address.)

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 ■ “We are appointing a chief innovation officer to oversee the lab and reassess how we can make
the best use of it. What should the role of the lab be?” (Answer: The labs are frequently used for
generating and evaluating bold new business opportunities, and also as catalysts for external
relationships or as marketing showcases, among other things.)
■ “We want to get more involved in the local startup community — what is the best way to
leverage that involvement?” (Answer: Startups may be a good way to look at new business
opportunities that are adjacent to your existing capabilities.)

In these cases, it is important to consider what goals would represent successful outcomes, but the
goals will be shaped by the activities selected (see Figure 7).

Figure 7. An Innovation Journey May Have Different Starting Points

Source: Gartner (December 2018)

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 Four Common Innovation Patterns Will Jump-Start Your Journey
There are an exponentially large number of combinations of business goals, innovation goals,
contexts and principles that could generate a seemingly infinite number of innovation program
designs. However, in practice, we have found that a number of commonly recurring scenarios with
distinctive profiles can be used to jump-start your organization’s innovation journey (see Figure 8).

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 Figure 8. Common Innovation Patterns Jump-Start Program Design

Source: Gartner (December 2018)

Four of these common scenarios are featured below and in the referenced research notes as
prototypical innovation “patterns.” Each pattern consists of a profile of a specific organization’s

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 innovation situation (business and innovation goals and context and principles) and a recommended
set of approaches and activities for the Organize and Execute layers of an innovation journey. The
patterns are presented through the use of fictitious personas that embody the relevant profile.

The four prototypical innovation patterns are described in Table 3.

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 Table 3. Four Common Innovation Patterns

Four Prototypical Innovation Patterns

1. IT Instigators Pattern: Making IT more proactive in bringing ideas to the business

See “IT Instigators: Design Your Roadmap for Proactive IT Innovation.”

Profile: This pattern features Marci, the CIO of a
not-for-profit organization. Government funding for
her organization is being cut back, so Marci sees
an opportunity to do more with less through
technology and innovation. She wants to start with
generating ideas from within her IT organization,
focusing on the role of technology to improve
processes and potentially transform how the
enterprise delivers services to its customers. Marci
is starting from a position of low organizational
innovation experience and skills, but there is
executive recognition of the importance of
innovation in the current climate.
Roadmap: Marci should run through lightweight goal-setting,
planning and program design activities, in particular designing
an end-to-end process that focuses on working closely with
other areas of the organization. However, she should not wait
too long to start moving some ideas forward, and will most
likely need to build on small successes to establish IT’s role as
a driver of innovation. Her process will include ongoing scans of
relevant technologies and problem-focused exploration of
technology-driven solutions. She may decide to assign a small
number of staff full time to scanning, investigating and
evaluating emerging technologies and their business impact, or
may use existing roles such as enterprise architects. If
resources are particularly tight, she may opt to set aside a
certain number of time-bounded projects for innovation
activities and staff them based on who is available.

2. Culture Crush Pattern: Creating a culture of innovation

See “Culture Crush: Design Your Roadmap for a Culture of Innovation.”

Profile: In this common innovation pattern, Sergio
is head of innovation and strategy at a midsize
healthcare organization, reporting to the CIO. A
recent employee engagement survey has shown
that innovation is one of the core values of the
organization, but since people are too busy with
their regular jobs, they don’t feel they have
opportunities to contribute to innovation. The CEO
has asked Sergio to help promote a culture of
innovation that leverages broad employee
contributions. Although Sergio reports within the IT
organization, his scope covers promoting any
innovation from any employee.
Roadmap: Sergio should begin by assessing the cultural goals
and current situation, including the obstacles employees face in
trying to innovate, and the “bright spots” where success is
occurring. He may decide to create a team to perform
assessments; lead change management activities such as
From/To/Because modeling; and work with HR on training,
incentives and metrics. The activities of this team would not
involve “doing” the innovation itself, but rather mentoring,
coaching and supporting others. In particular, the team will train
managers on innovation techniques and how to introduce
behavior “hacks” that shift mindsets toward a willingness to
experiment. The team will also organize activities that give
employees opportunities to contribute to innovation (such as
hackathons or “shark tanks”).

3. What’s Your Problem Pattern: Solving challenging business problems and opportunities

Profile: As director of strategic operations at a
plastics manufacturing company, Michael leads
business process and technology improvements in
manufacturing, operations, customer service and
other processes. Although the company is
conservative and operates within a commoditized
industry, Michael sees strong potential to tap into
an experienced workforce for ideas on how to
improve or even reimagine processes, and drive
more personalized full-service offerings to
customers. There will be no dedicated innovation
staff or funding.
Roadmap: Michael needs to find ways to free up employees’
time, and focus their attention on key problem areas and new
opportunities. With no dedicated resources, he also needs to
gain buy-in from other executives. Michael should develop
relationships with line managers and supervisors to identify
problems that they deem worthy of attention, then agree on
ways to involve their people in problem-solving activities. He
can minimize objections from managers who say, “We don’t
have time to innovate,” by focusing on activities that use short
but intense bursts of teamwork, such as workshops, design
sprints or one-day competitions. Within these activities, he can
pose challenges, introduce creative-thinking triggers and train
people on innovation methods. Based on successes, he can

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 Four Prototypical Innovation Patterns
develop a network of “grassroots” advocates who learn to run
local activities targeting innovation.

4. Rock the World Pattern: Making big bets on future product and service opportunities

Profile: In this pattern typical of industry leaders,
our fictitious persona Maggie is the head of
technology services at a leading insurance
company. The new CEO is excited about digital
transformation. The company already has
innovation initiatives investigating data analytics
and the Internet of Things, and has run several
programs to involve employees in idea generation.
Now the CEO wants to consolidate and expand
innovation activities by creating a lab. The lab will
be a focal point for new partnerships with fintech/
insurtech incubators and accelerators, and home to
a team of 30 staff members involved in
investigating and prototyping new technology
solutions and service offerings. Maggie is taking the
lead in setting up the lab, which will report to her
once it is running.
Roadmap: Maggie should start by setting clear goals for the
lab, including scope, timing, handoffs and relationships with
other innovation programs inside the company. She will need to
establish relationships with internal stakeholders and business
leaders, and also with outside parties that may form part of the
innovation ecosystem, such as incubators and startups. Once
the lab is up and running, it can incorporate a range of
innovation activities, including hosting strategic workshops for
executives, understanding new business models, establishing
testbeds for experimentation, and creating minimum viable
products (see “Seven Best Practices to Create an Innovation
Center”). Maggie also needs to preplan the potential paths to
transfer or spin out successes, as moving ideas beyond the lab
is likely to be an ongoing challenge.

Source: Gartner (December 2018)

To use the patterns, follow these four steps:

1. Create a profile of your innovation goals, context and principles. Discuss and socialize the
contents of the profile with your leadership team, other executives, the board and other relevant
stakeholders.

2. Select which of the four scenario and profile descriptions most closely matches your own (or
combine them as appropriate), and use the corresponding recommended approaches and activities
as a starting point to design your innovation journey.

3. Review the full set of innovation activities in Figure 3 and to identify additional activities that look
appealing in terms of matching your goals and culture.

4. Work with your Gartner advisors (innovation analysts, executive partner or leadership partner) to
customize your approach in more detail. In the event that none of the four patterns is a close
enough match, we can work with you to generate relevant customized recommendations.

These patterns should be viewed as starting points for customization, not as cookie-cutter solutions
for every situation. As shown in Tables 1 and 2 and Figures 3 and 4, there are always multiple ways
to approach the design of your innovation journey. Note also that you may choose to combine
elements from multiple patterns; for example, if your IT organization embarks on an initiative to both
drive technology-led innovation and enable a culture of innovation more broadly within the
company.

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 In summary, when making your innovation choices, follow these recommendations:

■ Be specific: To design your innovation journey, know your business destination.

■ Be bold: Set innovation goals that stretch your capacity to innovate.
■ Be picky: Select the activities that allow you to organize and execute innovation.
■ Be realistic: Jump-start your journey with common innovation patterns that match your goals
and context.
■ Be open: Experiment with the design of your innovation process — innovate how you innovate.

Research Highlights
The following research notes form part of this linked set of research:

■ “Successful Innovation Begins With the Business Strategy: Use Business Objectives and Goals
to Start Your Innovation Journey”
■ “Your Context and Principles Are Key When Starting an Innovation Journey”
■ “Organizing for Innovation: Maturing From Accidental to Intentional Innovation”
■ “Executing on Innovation: Design the Process From Idea to Value”
■ “IT Instigators: Design Your Roadmap for Proactive IT Innovation”
■ “Culture Crush: Design Your Roadmap for a Culture of Innovation”

Gartner Recommended Reading

Some documents may not be available as part of your current Gartner subscription.

“Accelerate Your Journey to Innovation Excellence With Gartner’s Customizable Innovation

Framework”

“What a World-Class IT Innovation Charter Should Contain and Why You Need One”

“Overcoming Innovation’s Measurement Problem”

“Six Styles of Technology Innovation Groups”

“Seven Best Practices to Create an Innovation Center”

“Balance Distributed and Centralized Innovation for Engagement and Outcomes”

“Best Practices in Staffing for Technology Innovation”

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 “A Maturity Model for Innovation Management”

“Drive a Creative Culture Through Activities, Education and Attitude”

“Create a Research Engagement Plan to Advance Your Innovation Culture and Processes”

Evidence
This research has been developed through conversations, inquiries, interviews and visits with
experienced innovators within our client base.

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