Innovation matrix Team:

4 Innovation archetypes- 16 Formats

Hunter High investment Builder

Co- create business Top- down Transform organisation

Structural Innovation
Venture fund Innovation lab
partnership transformation

External Co- development Internal Center of

accelerator track accelerator excellence
External focus

Internal focus
Business first

People first
External Co- Internal Community of
incubator experimentation incubator practice
track

Co- creation Innovation

Scouting Design sprint
session training

Explorer Low investment Experimenter

Discover connections Bottom- up Spark interest

About this tool: There is no ‘silver bullet’ in corporate innovation. Different

organizations will require other innovation capabilities. The Innovation Matrix helps
you to create clarity on your current and future innovation ambitions and activities. printsize: A3 | boardofinnovation.com/tools
Allowing you to make effective decisions.
Innovation matrix Team:

4 Innovation archetypes- 16 Formats

Experimenter Builder Explorer Hunter

Spark interest Transform organisation Discover connections Co- create business

Internal incubator Innovation lab External incubator Venture fund

An incubator separates intrapreneurs inside An Innovation lab is a separate entity that An external incubator is a program to A (corporate) venture capital fund invests in
of the organization to validate the solution hosts internal ventures with high potential support the validation of early stage external opportunities that could create
fit of ideas. before they are profitable. external startups. growth outside of the core of the
organization.
Key metrics: Key metrics: Key metrics:
# projects accelerators # successful lab ventures # validated start-ups Key metrics:
# intrapreneurs/teams # employees in each venture # commercial collaborations # successful ventures
# new value created

Community of practice Innovation transformation Co-experimentation track Structural partnership

A community of practice is a The Innovation transformation team is a A co-experimentation track is a joint test A structural partnership is a formal
cross-functional group of innovation central group of innovation leaders between 2 or more organizations to validate collaboration between 2 companies with
ambassadors. responsible for knowledge development. the solution fit of an idea. the aim to launch multiple joint ventures.

Key metrics: Key metrics: Key metrics: Key metrics:

# practitioners/ambassadors # transformed processes # validated pilots # successful partnerships
# people impacted # projects launched # business synergies # licensed IP

Design sprint Internal accelerator Scouting External accelerator

A design sprint is a short track to answer
business questions through designing,
prototyping, and testing with customers.
Key metrics:
# solution created & selected
# business challenges addressed
An accelerator is a virtual or physical space
to grow internal startups outside of the core
organization and validate the market fit.
Key metrics:
# validated ventures
# intrapreneurs/teams
Scouting startups is a methodological
process to identify relevant startups in your
field, validate their potential and engage
with their founding members.
Key metrics:
# start-ups scouted
# meetings with founders
An external accelerator is a (physical)
environment to support the growth and
evaluate the value of external start-ups.
Key metrics:
# validated start-ups
# commercial collaborations

Innovation training Center of excellence Co-creation session Co-development

A short learning track to grow the A center of excellence is a formal group of A co-creation session is a short ideation A co-development track aims to validate
knowledge and interest of employees. experts , that coordinates innovation with customers or partners to turn mutual the market fit of ventures created by 2 or
initiatives, to embed innovation in the problems into ideas. more organizations.
Key metrics: organization.
# employees trained Key metrics: Key metrics:
# mature/satisfied participants Key metrics: # ideas co-created & selected # customers willing to pay
# innovation experts # business synergies # Pirate metrics
# people impacted

Governance model

Internal Integrated Seperated Disconnected

Experimentation with new innovation
formats is most effective when done
within one part of the organization. This
allows you to do decentralized learning
before scaling it op inside the full
organization.
Building capabilities is often an integrated
effort that impacts the full organization.
Sharing a common practice is most
effective when done in the central
organization.
Exploring connections with the outside
world needs to happen outside of the core
organization. When working together new
resources, processes and profit models
need to be explored.
Hunting for new business is most effective
when done disconnected from the core
organization. Only key people from the
organization should act as investment
committee.

Lead: Internal Innovation Manager Lead: Transformation Officer Lead: Open innovation manager Lead: Strategy officer

About this tool: There is no ‘silver bullet’ in corporate innovation. Different

organizations will require other innovation capabilities. The Innovation Matrix helps
you to create clarity on your current and future innovation ambitions and activities. printsize: A3 | boardofinnovation.com/tools
Allowing you to make effective decisions.