Innovation Health check

See how innovative your organization really is!
Get a tailored innovation assessment.

This quick health check helps NGOs, companies, and public institutions understand how ready they are to innovate. In just a few minutes, you’ll get a snapshot of your organization’s strengths and gaps across three key areas—plus practical next steps to accelerate your innovation journey.

Format: 12 multiple-choice questions (4-5 mins to complete)
Scoring: Each answer has points (1–5), aggregated for a final result.

Your responses will generate a personalized readiness report. We may also use anonymized data from this assessment for research and learning purposes. No personal information will ever be shared.

Pillar 1: Governance, Strategy, and Impact

1. To what extent does your organization have a structured approach for creating, developing, and putting new ideas into action (an “innovation strategy”)?

No structured approach in place. Ideas are explored informally. An approach or strategy exists but is not fully embedded. A clear strategy exists with defined roles and responsibilities. A fully embedded strategy, regularly reviewed and updated.

2. How often is innovation discussed at leadership level? (e.g., board meetings, executive meetings)

3. How does your organization typically implement innovation-related projects and initiatives? (e.g., new digital tools, process improvements, product pilots)

We do not run innovation-related projects. Mostly outsourced to external providers/consultants. Mix of in-house efforts and external support. Primarily led in-house, with external expertise used selectively. Fully implemented and managed internally with strong in-house capacity.

4. In the last 3–5 years, how would you rate your organization’s results-to-revenue process (e.g., new product releases or enhancements) compared to your competition?

Pillar 2: People, Skills, and Culture

5. To what extent is your staff equipped with innovation tools and skills (e.g., design thinking, lean startup, innovation pipeline)?

No formal training has taken place. Limited, ad hoc exposure. Some staff members have received training. Regular training provided for key teams. Organization-wide training programs in place.

6. To what extent does your organization have defined roles or champions responsible for driving innovation? (e.g., Chief Innovation Officer, Innovation Managers, Innovation Champions, or C-level executives such as Chief Strategy & Innovation Officer who connect innovation strategy across departments)

No formal roles currently in place. Roles exist but are informal or unclear. Some formal roles identified. A dedicated team or committee in place. A C-level executive role established to integrate innovation across departments.

7. How actively does your leadership support and encourage new ideas or innovative projects?

Minimal visibility – ideas are rarely acknowledged, with only occasional mentions in internal communications (e.g., newsletters, team updates). Ad hoc incentives – recognition happens irregularly through simple gestures (e.g., certificates, occasional awards, thank-you notes). Structured recognition – consistent systems provide tangible rewards for innovative ideas (e.g., prizes, vouchers, recognition events). Experimentation through programs – employees are supported by structured initiatives (e.g., innovation culture programs, innovation labs, or dedicated time/funding) to test and develop their ideas in practice. Strategic integration in company culture – leadership not only supports ideas but ensures noteworthy ones are embedded into the organization’s formal innovation strategy or roadmap (e.g., included in annual goals or company-wide initiatives).

8. How does your organization respond when innovative projects or new ideas do not succeed?

Often met with caution or skepticism. Occasionally accepted, but generally not encouraged. Some tolerance, depending on context or project. Generally viewed as a useful learning opportunity. Consistently embraced as a source of insight and improvement.

Pillar 3: Resources, Tools, and Partnerships

9. How are new ideas captured and managed in your organization?

No formal process – ideas are not systematically collected; they surface only in ad hoc ways (e.g., raised informally in conversations, casual emails, or during day-to-day problem-solving, but with no follow-up mechanism). Basic collection methods – ideas are gathered through very simple tools, but without clear ownership (e.g., physical suggestion box, shared mailbox, or one-off feedback surveys where ideas are rarely tracked or actioned). Informal process – some opportunities exist for idea sharing, but they depend heavily on initiative from staff or managers and lack consistency (e.g., monthly meetups with managers, team brainstorming sessions, department-level idea discussions). Structured collection without filtration – dedicated channels exist to capture ideas, but without a clear evaluation or prioritization process (e.g., an online idea platform where all submissions are posted but not reviewed systematically, or an open “challenge” with no follow-up on which ideas move forward). Formal structured process with rewards – ideas are gathered, evaluated, and acted upon through a transparent system (e.g., digital platform with review stages, innovation challenges with judging panels, recognition systems such as prizes or “innovation champion of the year” awards, and feedback loops showing employees what happens with their ideas).

10. Does your organization have the capacity to explore new technology trends (e.g., AI, digital tools, sustainability practices) and integrate them into strategy to drive change?

No structured capacity in place. Informal and ad hoc exploration only. Some formal initiatives exist but not consistent. Substantial and structured efforts with visible outcomes. Fully institutionalized, long-term capacity embedded in strategy.

11. To what extent does your organization allocate budget for experimenting with or testing new ideas/projects? (e.g., piloting digital tools, trying new service models, running innovation challenges)

No specific budget is currently allocated. Resources are made available on a case-by-case basis. A modest budget is set aside at the beginning of the year. A dedicated budget is planned annually, with return on investment (ROI) considered. A structured, long-term fund is embedded in strategy, with ROI and impact systematically reviewed.

12. How often do you collaborate externally (with startups, suppliers, universities)?

No external collaboration at present. Rarely – one-off or ad hoc collaborations, not repeated. Occasionally – periodic collaborations (e.g., once or twice a year). Regular, structured partnerships in place (e.g., annual projects or formal MOUs). Collaboration is fully embedded in an ecosystem model (e.g., ongoing joint ventures, co-created programs, multi-stakeholder alliances).

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Innovation Health check

Innovation Health check

See how innovative your organization really is!
Get a tailored innovation assessment.

Pillar 1: Governance, Strategy, and Impact

Pillar 2: People, Skills, and Culture

Pillar 3: Resources, Tools, and Partnerships

Take the Next Step

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Innovation Health check

Innovation Health check

See how innovative your organization really is! Get a tailored innovation assessment.

Pillar 1: Governance, Strategy, and Impact

Pillar 2: People, Skills, and Culture

Pillar 3: Resources, Tools, and Partnerships

Take the Next Step

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See how innovative your organization really is!
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