<?xml version="1.0" encoding="UTF-8"?><xml><records><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Victoria Lakiza</style></author><author><style face="normal" font="default" size="100%">Isabelle Deschamps</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">How to Develop Innovation KPIs in an Execution-Oriented Company</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><dates><year><style  face="normal" font="default" size="100%">2018</style></year><pub-dates><date><style  face="normal" font="default" size="100%">07/2018</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/1168</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">8</style></volume><pages><style face="normal" font="default" size="100%">14-30</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Numerous established companies look for ways to rejuvenate their innovation capabilities, as it is essential for their long-term survival. One way is through the development of key performance indicators (KPIs) to measure innovation success. However, the wrong performance measurement approach can hinder innovation efforts. This case study explores the steps and challenges associated with the development of innovation KPIs in an established execution-oriented manufacturing company. Three prerequisites are proposed for such a project in a similar context: 1) a minimal maturity level of innovation processes, 2) strategic alignment, and 3) commitment to innovation. It is also proposed that, in such an execution-oriented company, it might be more effective to start with KPIs that would encourage behaviours more favourable to innovation. Then, with stronger innovation capabilities, it will be easier to develop appropriate KPIs to measure the success of innovation endeavours. </style></abstract><issue><style face="normal" font="default" size="100%">7</style></issue><custom1><style face="normal" font="default" size="100%">Polytechnique Montreal
Victoria Lakiza is a consultant, facilitator and coach committed to unlocking the potential of people and organizations. She is passionate about change management and organizational transformation. Victoria’s Master’s degree in Industrial Engineering from Polytechnique Montreal allowed her to deepen her knowledge and understanding of organizational change dynamics and of the role of performance measurement in promoting culture change. Her professional experience includes supporting a culture shift towards intrapreneurship, developing a complete performance measurement system and managing an organizational restructuring and re-branding in an innovative engineering consulting company. Concurrently she was co-leading a volunteer initiative aiming to accelerate sustainable innovations in organizations through the development of intrapreneurial leaders. </style></custom1><custom2><style face="normal" font="default" size="100%">Polytechnique Montreal
Isabelle Deschamps is a Professional Engineer, Business Manager, Coach and Entrepreneur active in Tech Incubation, Venture Capital, Intellectual Property Strategy and Hi-Tech Financing. In her 35-year career, she has been involved with 100 start-ups, SMEs and R&amp;D groups in Information Technologies, new materials, 3D print, CleanTech and Medical devices. Isabelle is a recognized professor and researcher (HEC Montreal, ÉTS and Polytechnique Montreal). She is a speaker and expert in technology entrepreneurship, innovation &amp; product management, science and technology policy &amp; ecosystems, and SME financing. Isabelle advises Canadian industrial clusters, R&amp;D consortia, governmental agencies and ecosystem members, such as National Research Council Canada, Prima Quebec, Aero Montreal and TechnoMontreal. She specialized in longitudinal and action research field studies and has published on technology implementation, crisis management, open and collaborative innovation, and start-up incubation. Isabelle is a metallurgist (Polytechnique Montreal) and holds an MBA (HEC Montreal) and a DBA (Harvard Business School).</style></custom2></record></records></xml>