Executive summary
You can’t manage what you don’t measure
Research findings
Research methodology
Report outline
Chapter 1: The case for measuring innovation
performance
Importance of R&D
High failure rate
Best practice
Chapter 2: Why do firms measure what they measure?
Why measure innovation performance?
Purposes of measurement
Chapter 3: Nature of innovation measurement
Different approaches
Predictability of measures
Operational effectiveness
Financial performance measures
Application of measures
Chapter 4: The impact of measurement schemes on
performance
Quantitative and qualitative metrics
R&D and NPD measures
Chapter 5: Frameworks for innovation performance
measurement
Measurement procedure
Arthur D. Little’s innovation process model
Balanced scorecard framework
Lucent value creation model
Phenomenological approach to innovation
Metrics for the control of strategic alliances
European Commission/Eurostat’s Oslo Manual
EIRMA framework
Henley-Incubator innovation ecosystem framework
Chapter 6: Managerial and organisational implications
of innovation performance measurement
Innovation performance measurement dilemma
A new way of thinking
Managerial implications
Chapter 7: Case studies
Ikanobanken (IKANO Group)
Innogy
Royal Mail
Scipher
Shell GameChanger
List of figures and tables
The strategic purpose of innovation performance
measurement
The purpose of measurements, their importance and the
degree to which they are successful
Innovation performance measurement clusters according to
the scope and nature of the measurement
Innovation performance approaches in terms of frequency
of hit and return on investment; progression of approaches
Rationale, strategic roles and purpose of measurement
Input-related innovation performance indicators
Process-related innovation performance indicators
Output/outcomes-related innovation performance
indicators
Arthur D. Little innovation process model
The balanced scorecard for assessing a project
Henley-Incubator innovation ecosystem framework