OCCI Model

How are individuals in your organisation encouraged to share their innovative ideas?

What kind of access to individuals in your organisation have to innovative ideas being developed?

How do external stakeholders want your organisation to carry out innovation development?

How do innovative ideas go from satellite offices to headquarters?

How long does your organisation allow for innovations to be tested before moving onto something new?

How does your organisation build groups that are consistent, cooperative, and communicative?

What kinds of values and beliefs do managers in your organisation hold?

How does your organisation respond to failures?

How much resourcing goes into experimentation?

1. Individual Level Idea Creation - an organisation's capacity for continuous innovation (OCCI) is about managing the tension between "scaling innovations of the past for predictable impact and exploring uncertain innovations for tomorrow."

2. Individual Level Idea Access - an organisation's capacity for continuous innovation (OCCI) is about managing the tension between "scaling innovations of the past for predictable impact and exploring uncertain innovations for tomorrow."

3. Task Environment Level External Stakeholders - an organisation's capacity for continuous innovation (OCCI) is about managing the tension between "scaling innovations of the past for predictable impact and exploring uncertain innovations for tomorrow."

4. Organisational Level Formalisation - an organisation's capacity for continuous innovation (OCCI) is about managing the tension between "scaling innovations of the past for predictable impact and exploring uncertain innovations for tomorrow."

5. Organisational Level Scaling - an organisation's capacity for continuous innovation (OCCI) is about managing the tension between "scaling innovations of the past for predictable impact and exploring uncertain innovations for tomorrow."

6. Group Level Interpretation - an organisation's capacity for continuous innovation (OCCI) is about managing the tension between "scaling innovations of the past for predictable impact and exploring uncertain innovations for tomorrow."

7. Group Level Evaluation - an organisation's capacity for continuous innovation (OCCI) is about managing the tension between "scaling innovations of the past for predictable impact and exploring uncertain innovations for tomorrow."

8. Group Level Consensus Building - an organisation's capacity for continuous innovation (OCCI) is about managing the tension between "scaling innovations of the past for predictable impact and exploring uncertain innovations for tomorrow."

9. Group Level Experimenting - an organisation's capacity for continuous innovation (OCCI) is about managing the tension between "scaling innovations of the past for predictable impact and exploring uncertain innovations for tomorrow."

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