A Topographical Map of the Innovation Landscape

This paper describes the construction and use of a topographical map of the innovation landscape. The purpose of the map is to provide a holistic view of the key factors that enable innovation (the so-called 'landmarks'), how well they are aligned to support the particular type of innovation the organization needs to pursue, and to identify possible gaps. The landmarks are found in four strategic business directions, namely (1) change, (2) people, (3) resources, and (4) operations. The landscape covers four domains that influence innovation the attributes of the individual, the organizational context in which he/she functions, the business environment (the market / industry in which the organization is operating) and the external environment. The significance (importance) and height (performance) of the landmarks in supporting and enabling innovation within the organization is determined by means of a self-appraisal audit. The topography of the landscape derived thus is subsequently interpreted in terms of the organization's particular strategy. The application of the innovation map is illustrated in three different organizations within the Chemicals as well as the Mining & Metallurgy industries of South Africa. Our research in the private sector, and the innovation literature pertaining to the public sector, have suggested that the key factors that enable innovation do not differ substantially, provided the different contexts are taken into consideration. Therefore, we propose that this methodology, originally developed for the private sector, may be applied equally successfully in public sector organizations.