Institutionalizing Innovation Competencies – ROR Research Report
Bruce D. Kirk, Director, Corporate Innovation Effectiveness, Corning Incorporated
Gina O’Connor, PhD, Professor, Lally School of Management, Rensselaer Polytechnic Institute
Lois Peters, PhD, Associate Professor, Lally School of Management, Rensselaer Polytechnic Institute
Our research shows that companies must deal effectively with Breakthrough Innovation (BI), human resource management and development. We were told that until firms get it right they will be amateurs at sustaining BI. Our presentation details talent management practices for institutionalizing a BI capability and ensuring participant satisfaction. Our insights draw from over 181 interviews conducted with 141 interviewees in 11 participating companies committed to development of a BI capability. We address the value of defining distinctive roles at different corporate levels and distinguishing between competency-related roles and infrastructure and process roles. Building on our previous work where we identified the importance of three BI competencies: Discovery, Incubation, and Acceleration (D&I&A), we employ a nine-cell matrix (competencies x hierarchy levels) as a basis for describing the responsibilities, tasks, expertise, and critical experiences for the identified competencies at three different corporate levels. We’ll also discuss potential career opportunities and challenges for breakthrough innovation talent.