Essentially, four topics are to be covered in an innovation audit: the strategy, the portfolio development, the budget for innovations, and the employees as the most important aspect.
In the field of strategy, i.a. Questions are investigated, such as:
– What does the relevant market look like and who are the people?
– Which innovation strategy is pursued and which goals are derived from it?
In terms of portfolio development, i.a. to consider the following aspects:
– How are ideas generated and how are they evaluated?
– What does product planning look like in detail and is product management actively managed?
When deciding on the budget for innovations, u.a. following question:
– Is there a dedicated budget for innovation?
– Is the effectiveness of the budget controlled?
In the area of employees should u.a. the following focal points are examined:
– What about the corporate innovation culture – is this defined and communicated, are changes actively promoted?
– Is active internal and external knowledge actively collected and used?
In order to obtain a holistic overview of the innovative capacity of the company, all these questions should be examined in detail. Only then is it possible to guarantee a sound position on the basis of which corresponding future-oriented goal definitions and appropriate measures are derived.
Implementation of the results of the innovation audit
Irrespective of the selected form of the innovation audit, recommendations for action were to be derived from the respective findings and appropriate measures implemented in order to improve the specific innovation capability. These measures must be adapted to the specific situation of the company and should be fixed in writing in order to be able to control the implementation of the measures.
Some innovation audits, on the basis of their methodology, provide direct proposals for measures, while in other audits they must first be developed in the form of an action plan.
When prioritizing, it makes sense to classify all measures in a matrix. On the one hand, it is assessed how high the assumed impact of the measure is on the company’s ability to innovate, and on the other, how high the estimated expenditure for the implementation of the measures is. Thereafter, those measures can be prioritized which, with comparatively little effort, have a high impact if such measures are available.
Being involved in the company’s innovative capacity is at least as important as putting all costs to the test. This means investing time and money. But an innovation audit is the best way to systematically increase innovation.
Innovation and employment shaping the future
The key trade union challenge in the current economic situation is securing employment and reducing unemployment. The effects of productivity increases due to the use of new technologies and organizational concepts and the consequences of the global division of labor are no longer sufficiently offset by employment-creating new markets. A distribution of work to all encounters resistance and has limits.
The expansion of employment and the safeguarding of existing employment is only possible if a permanent renewal, a constant innovation of products and services always pushes demand and growth afresh. Growth can not be understood as arbitrary, but is understood from a trade union perspective as socially beneficial growth, as sustainable development towards a decent standard of living for all, social security, health and environmental protection, more justice, education and democracy a growth that does not come at the expense of the next generation.
Germany’s strengths as an economy lie in its high level of education, science, research, infrastructure and technology development. For the future, these are the deciding factors, because only through the active use of knowledge, experience and new technologies will companies be able to innovate in ever shorter times and under the pressure of global competition and successfully put new ideas on the market. While global production is relocated, the location advantage in Germany lies in the highly qualified, knowledge-based and customer-oriented services. This future perspective is called a knowledge society or economy.
Innovation has become a buzzword in management literature in recent years: “Innovation keeps the economy going, innovation is the engine of progress.” Some see it as the panacea for the troubled economy Unemployment and the current IT crisis are being criticized and more investment in research, cutting-edge technology and highly qualified science is being demanded, while the results of recent innovation research, which sees the missing or delayed development of new markets, economic and labor structures, as a central problem High-tech, what is missing, is the implementation: Significant deficits in organizational skills are identified and attributed to inadequate innovation-promoting organizational and leadership activities ien and other institutions is considered to be inadequate, the qualification level as insufficient. Production and service are still far too little focused on innovation.