Nine Models of Innovation Governance

Innovation Governance is defined as a holistic approach to guide and promote sustainable innovation. It deals with mechanisms to align goals; allocation of resources; set criteria to measure innovation; allocating innovation budgets; appointing the final decision making authority for innovation related works and finally underpinning all innovation efforts.

Various Innovation Models

There are Nine Innovation Models. Here is list of them with their mechanisms.

Model 1: The top management team

This seems to be the most widespread model of Innovation governance. Under this, the responsibility for innovation is vested with the top management with every individual contributing as per his/her competence level. This model proves effective because it directs the responsibility of innovation only to members of the organisation involved in innovation related activities, irrespective of their attachment to commercial or technical departments.

Model 2: The CEO or group/division president

Under this model, the CEO of the organisation owns the complete responsibility for innovation related works.  Such models are mainly promoted by founders of the companies. Apple Inc. is the best example for this model, where Steve Jobs was in charge for overall innovation. Since the CEO is overall in charge of innovation, it automatically passes a strong message to other members of the organisation. In this model, CEO focuses on the content issues like new technologies and products and not in the management of the organisation.

Model 3: The high-level, cross-functional innovation steering group or ‘board’

This model involves the appointment of a team consisting of senior managers from various departments to stimulate the work of innovation.  The chair of such a team is almost always among the executive committee.

Model 4: The CTO or CRO as the ultimate innovation champion

This is the most traditionally used innovation model in organisations that are associated with technology-science or engineering related activities. As per this model, if the organisation is engineering based then CTO will be in charge of the innovation, if science based then CRO, and if finance based like banks then CIO is responsible for innovation. This model is mainly adopted in developed countries like Germany & Japan which posses strong technology base and engineering tradition.

Model 5 & 6: The dedicated innovation manager or chief innovation officer

Under this, the overall responsibility for innovation is entrusted to a single dedicated manager. This is done by appointing a full time innovation manger from amongst the upper-middle executives of the organisation.

Model 7: A group of innovation champions

Under this model, the overall onus for innovation is vested to a group of selected champions. Here “champions” means self-motivated, upper-middle to senior managers who may or may not be idea initiators, but are capable to identify and promote the most promising ideas. These champions focus mainly on the content of innovation, and not in the management process.

Model 8: No one in charge of Innovation

Under this model, an organisation does not rate innovation as a critical requirement, and therefore, is reluctant to appoint anyone for innovation related activities.

Models 9 and 10: The “duo” or the complementary two-person team

This model propagates that innovation is a truly cross-functional activity and it can be best implemented if group of people with different functional expertise work together for a common goal. This generally includes a CTO or CIO with a commercial or business unit manager.

Model-1 and NITI Aayog

In India, NITI Aayog provides critical knowledge, innovation and entrepreneurial support to the country. The Aayog consists of Prime Minister as its chairperson, cabinet ministers, top bureaucrats and part time members. The Aayog suggests certain reforms to be implemented for good governance at country level as well as at regional levels. The composition and working of Aayog is very much similar to Model-1 among innovation models, where the responsibility for innovation in governance is vested with the top management of the organisation