MIRROR OF INNOVATION®  |

The Mirror of Innovation® reflects the cohesion of the five main elements for long-term innovation – Purpose, Leadership, Culture, Business Strategy and People Strategy. |  drs. Richard A. Vincent and Jacobien Vincent-Hellemans, RIVIONT

RIVIONT The Mirror of Innovation®

MANAGEMENT MODEL  |  ‘COMPETING VALUES FRAMEWORK’

The Quinn model is based on four different management models that form the basis of organizational effectiveness. The models stand in opposition to each other, but each of them is important in a well functioning organization.  |  prof. dr. Robert E. Quinn et. al.

CREATIVE EQUITY®  |

Measuring Innovation Potential  | prof. Ad van Berlo, Chairman VanBerlo Group

Innovation execution remains a challenge for many. After all, it is an intricate process with many variables and stakeholders. Sometimes it’s even called the fuzzy frontend. This fuzziness only comes from an inability to make the frontend of innovation tangible. For this, VanBerlo has developed the Creative Equity® Scan together with TIAS school for Business and Society and the Eindhoven University of Technology. This empirically developed framework consists out of 17 metrics and when surveyed gives insight into four key drivers of innovation:

  • Innovation Climate  |  Dynamics in the work environment that influence the creative strength of employees.
  • Intrapreneurship  |  Employees who feel responsible for innovation and with that, the future of the organization.
  • Innovation Resources  |  The by employees experienced availability of resources for innovation.
  • Embeddedness  |  The embeddedness of the firm in the industry.

The framework is built upon decades of prior research within the relevant domains. Each of the 17 metrics contains a set of items that can be used for large-scale data collection.

Creative Equity® by prof. Ad van Berlo

Versteeg, B. M. J. H., van Berlo, A. A. J., & Caeldries, F. A. L. (2018). Creative Equity: The development of a framework and associated instrument for measuring organizational strength in the front end of innovation.

SOCIAL CAPITAL ANALYSIS®  |

Social Capital Analysis® helps organizations accelerate positive change by identifying internal Connectors, mapping connections, and developing strategies to align human capital  |  dr. Karen A. Stephenson

The ground-breaking work of dr. Karen Stephenson, an academic pioneer in the science of networks and Social Capital Analysis® helps organizations accomplish their most challenging goals.

Since many internal Connectors are NOT the “usual suspects” (in fact, the true Connectors are often the unsung heroes who operate without power of position but who use trust and relationship to influence others), this analysis will identify the REAL movers and shakers—the individuals who fly beneath the proverbial radar—who make things happen and get things done.  By identifying these key individuals, organizations are better equipped to accomplish their goals quickly and productively.

Through Social Capital Analysis®, organizations are able to enhance internal communications, create effective change management initiatives, improve succession planning, and ultimately, harness the power of this added human capital advantage.

Social Capital Analysis® of Karen A. Stephenson PH.D.

Social Capital Analysis® identifies internal Connectors (beyond the usual suspects) who have power, not just in position but in personal influence.

This influence is used to:

  • Get work done by closing knowledge gaps and utilizing all of the available knowledge.
  • Solve problems by locating the root cause of the problem and resolving it by analyzing the innovation/expertise and improvement networks.
  • Drive innovation and change by sourcing nascent innovation and shepherding it to maturity. Most innovation dies within the organization.
  • Identify the next generation of leaders by eliminating Type I and Type II statistical errors.

By accomplishing these goals, Social Capital Analysis® helps organizations accelerate positive outcomes that drive the business.

3D TALENT MATCHING  | 

Until now the biased emphasis is only on competences, while everybody has three dimensions of talents  |  3D Talent Matching enables organizations to use all available talents  |  prof. dr. Steef Peters 

When job opportunities are available the search and the match is biased and done based on competences. People have more talents than just competences. Talents in using financial capital, using human capital – the knowledge, skills, personality and behavior, and using social capital – the network.

3D Talent Matching Algorithm by prof. dr. Steef Peters ∙ The three dimensions of talents – financial, human and social