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Performance Management and Innovation original

Performance Management and Innovation
Exit Survey
 
 
Instructions - Please read.

The questionnaire is anonymous and confidential.

Answering Questions

Most questions are asked in the form of scales (e.g. 1-7).  For these questions, please select the single number that reflects best the organisation that you lead.  There are no right or wrong responses.



Further Information or Queries

Feel free to contact the project leader Professor Breda Sweeney ([email protected]) or +353 91 495456 for further information about this collaborative research project.

Please start with the survey now by clicking on the Continue button below.
 
 
 
Q1. What is the status of the organisation that you lead?
 
Independent company
 
Subsidiary of a group
 
Strategic business unit (SBU)
 
Joint venture
 
Other - please specify
 
 
 
Q2. Please indicate which of the following best describe your organisation:



1
Fully agree with Statement A
 		2 3 4 5 6 7
Fully agree with Statement B
Statement A The organisation I lead has no say in innovation decisions relating to which new products/services are launched. Decisions on innovation are fully taken at levels above us, with no input from us. Statement B   The organisation I lead has a lot of say in innovation decisions relating to which new products/services are launched. We have significant influence on innovation decisions relating to new products/services.
 
 
 
SECTION A: SENIOR MANAGEMENT TEAM CHARACTERISTICS
 
 
 
In this survey the senior management team refers to the team you lead as a CEO, Managing Director or equivalent.
 
 
Q1. Please indicate the extent to which you agree or disagree with the following statements:
Strongly disagreeStrongly agree
1 2 3 4 5 6 7
a. There is free and open communication within the senior management team
b. All senior managers have a voice in major decisions
c. When considering major issues, senior managers collectively exchange their ideas and opinions
d. Members of the senior management team carefully consider all points of view
e. Senior managers frequently share their experience and knowledge
f. Communication amongst senior managers enables a shared understanding of different perspectives
g. Senior managers vigorously explore the assumptions behind different points of view.
 
 
Q2. Please indicate your responses to the following questions:
###NoneA very great deal
1 2 3 4 5
a. How much do members of your senior management team disagree about the content of strategic decisions?
b. How much personal friction is there among members of your senior management team?
c. How much are personality clashes evident among members of your senior management team?
d. How much tension is there among members of your senior management team?
 
 
 
Q3. a. How many managers are members of the senior management team in the organisation you lead?
   (number of senior managers you lead)
 
 
 
Q3. b. What percentage turnover has there been in your senior management team in the past 3 years?
0%-20% 21%-40% 41%-60% 61%-80% 81%-100%
 
 
Q4. Please indicate the extent to which you agree or disagree with the following statements:
Strongly disagreeStrongly agree
1 2 3 4 5
a. The members of my team vary widely in their areas of expertise
b. The members of my team have a variety of different backgrounds and experiences
c. The members of my team have skills and abilities that complement each other.
 
 
Q5. Please indicate your answers the the following questions:
####Not at allTo a very great extent
1 2 3 4 5
a. To what extent are there differences of professional opinion among members of your senior management team?
b. To what extent are grudges evident among members of your senior management team?
 
 
Q6. Please indicate the extent to which you agree that each of the following statements applies to your senior management team:
Strongly disagreeStrongly agree
1 2 3 4 5 6 7
a. We have frequent interactions with others in the industry to acquire new knowledge related to product/service innovation
b. We are often slow to recognize shifts in our market (e.g., competition, regulation, demography)
c. We regularly visit employees and firm facilities to increase knowledge
d. We are able to quickly identify new market opportunities
e. We quickly analyse and interpret changing market demands
f. We collect industry information through informal means (e.g. lunch with industry friends, talks with trade partners).
 
 
Q7. Please indicate your responses to the following questions:
####Not at allVery frequently
1 2 3 4 5
a. How frequently are there disagreements about ideas among members of your senior management team?
b. How often do people in your senior management team disagree regarding this organisation’s strategic decisions?
 
 
Q8. Please indicate the extent to which you agree that each of the following statements applies to your senior management team:
Strongly disagreeStrongly agree
1 2 3 4 5 6 7
a. We regularly consider the consequences of changing market demands in terms of new products/services
b. We frequently have difficulty implementing new products and services and new processes
c. We periodically meet to discuss consequences of market trends and new product and service development
d. We clearly understand how activities within our organisation should be performed
e. We constantly consider how to better exploit knowledge
f. We quickly recognize the usefulness of new external knowledge to existing knowledge.
 
 
 
SECTION B: INNOVATION
 
 
Q1. Please indicate the extent to which the following have been objectives of the organisation that you lead over the last 3 years:
####Not at allTo a very great extent
1 2 3 4 5
a. Acquiring entirely new skills that are important for product/service innovation (such as identifying emerging markets and technologies; coordinating and integrating R&D, marketing, manufacturing, and other functions; managing the product development process)
b. Learning product/service development skills and processes entirely new to your industry (such as product design, prototyping new products, timing of new product introductions)
c. Acquiring product/service technologies and skills entirely new to the organisation
d. Learning new skills in key product/service innovation-related areas (such as funding new technology, staffing R&D function, training and development of R&D, and engineering personnel for the first time)
e. Strengthening product/service innovation skills in areas where it had no prior experience
f. Upgrading current knowledge and skills for familiar products/services and technologies
g. Investing in enhancing skills in exploiting mature technologies in your industry that improve productivity of current product/service innovation operations
h. Enhancing competencies in searching for solutions to customer problems that are near to existing solutions
i. Upgrading skills in product/service development processes in which the firm already possesses significant experience
j. Strengthening knowledge and skills for projects that improve efficiency of existing product/service innovation activities.
 
 
Q2. Please indicate the extent to which you agree with each of the following statements for the organisation that you lead:
Strongly disagreeStrongly agree
1 2 3 4 5
a. We have uncommitted resources that can quickly be used to fund new strategic initiatives
b. We are able to obtain resources at short notice to support new strategic initiatives
c. We have substantial resources at the discretion of management for funding new strategic initiatives.
 
 
 
SECTION C: PERFORMANCE MEASUREMENT
 
 
 
Performance measurement systems include multiple dimensions of performance and refer to systems such as balanced scorecards, dashboards, KPIs, etc.
 
 
Q1. Please indicate the extent to which you agree or disagree with the following statements about the performance measurement system in your organisation:
Strongly disagreeStrongly agree
1 2 3 4 5 6 7
a. It contains a broad range of both financial and non-financial performance information about different areas of the business
b. It provides information on a variety of external as well as internal factors that are important for business performance
c. It contains a diverse set of measures that indicate not only current but also future business performance
d. It contains a range of measures that cover the critical short and long-run aspects of business operations.
 
 
Q2. Please indicate the extent to which your performance measurement system has the following characteristics:
###Not at allTo a great extent
1 2 3 4 5 6 7
a. It provides consistent and mutually reinforcing links between current operating performance and long-term strategies of the business
b. It shows how activities across the organisation affect each other
c. It indicates how different dimensions of performance are connected
d. It links together all activities of the business with the achievement of strategic goals and objectives.
 
 
Q3. Please indicate the extent to which you agree with the following statements in relation to the use of performance measures by your senior management team:
Strongly disagreeStrongly agree
1 2 3 4 5 6 7
a. Performance measures are often discussed in meetings of the senior management team
b. Performance measures are frequently used to debate assumptions
c. Performance measures rarely encourage discussion of action plans
d. Performance measures are debated among members of the senior management team.
 
 
 
A distinction is made between incremental and radical innovations. Incremental innovations refer to innovations which lead to small improvements to existing products, services or business processes. Radical innovations refer to innovations which lead to fundamental changes such as the creation of entirely new products, services or markets.
 
 
Q4. Please rate the importance actually given to each of the following items for decision-making by the senior management team in the organisation you lead. If an item is not part of your performance measurement system, please mark 'not important at all' for that item:


Not important at allCritically important
1 2 3 4 5 6 7
A. Number of new products/services launched
B. Headcount or FTE specifically devoted to more radical type innovation projects
C. Percentage of revenue from new products/services
    Launched in last year
    Launched in last 3 years
    Launched in last 5 years
D. Financial resources specifically devoted to more radical type innovation projects (e.g. R&D spending or percentage of budget devoted to these projects)
E. Number of products/services first to market
F. Lead time over competition
G. Average time to market for new products/services
H. Return on innovation investment (ROI)
Not important at allCritically important
1 2 3 4 5 6 7
I. Total number of new patents granted each year
J. Number of new patents for more radical type projects granted each year
K. Portfolio of products analysed by:
    Risk of different innovation projects
    Breakeven time of different innovation projects
    Stage of development of different innovation projects
    Type of innovation projects (e.g. incremental, radical, breakthrough etc.).
 
If there are other measures of innovation used for decision making, please list items in text boxes below and indicate their importance on a scale from 1=not important at all to 7=critically important:
 [Not important
at all,Critically important]
1234567
Additional item L
Additional item M
 
 
 
 
 
 
 
SECTION D: BUSINESS PERFORMANCE
 
 
Q1. In relation to the organisation you lead, please indicate the extent to which you agree or disagree with each of the following statements:
Strongly disagreeStrongly agree
1 2 3 4 5 6 7
a. The organisation I lead has frequently introduced new incremental products/services in the last 3 years
b. Compared with major competitors, my organisation has introduced more incrementally new products/services in the last 3 years
c. The percentage of total sales from new incremental product/service innovations implemented in my organisation in the last 3 years, was greater than major competitors
d. The organisation I lead has frequently introduced radically new products/services into markets that are totally new to the firm in the last 3 years
e. Compared with major competitors, my organisation has introduced more radically new products/services in the last 3 years
f. The percentage of total sales from new radical product/service innovations implemented in my organisation in the last 3 years, was greater than major competitors.
 
 
 
Q2. a. Please indicate the approximate % of total sales from incremental products/services introduced in the last 3 years by the organisation you lead:
<5% 5%-10% 11%-15% 16%-20% >20%
 
 
 
Q2. b. Please indicate the approximate % of total sales from radical products/services introduced in the last 3 years by the organisation you lead:
<5% 5%-10% 11%-15% 16%-20% >20%
 
 
Q3. How would you rate the overall performance of the organisation you lead relative to expectations?
Significantly
below expectations		Significantly
above expectations
1 2 3 4 5 6 7
 
 
 
Q4. How would you rate the organisation you lead relative to your competitors on the following over the past year?
Significantly
below average		Significantly
above average
1 2 3 4 5 6 7
a. Sales growth
b. Profitability
c. Overall performance
 
 
 
SECTION E: ORGANISATIONAL ENVIRONMENT & INFORMATION
 
 
Q1. Please indicate your agreement on how well these statements describe the market and competitive environment of the organisation you lead during the last 3 years:
Strongly disagreeStrongly agree
1 2 3 4 5
a. The actions of local and foreign competitors in our major markets were changing quite rapidly
b. Technological changes in our industry were rapid and unpredictable
c. The market competitive conditions were highly unpredictable
d. Customers’ product preferences changed quite rapidly
e. Changes in customers’ needs were quite unpredictable.
 
 
 
Q2. (a) How many years have you worked for your current organisation?
   (Years)
Q2. (b) How many years have you worked in your current position?
   (Years)
 
 
 
Q3. What is the title of your position?
   
 
 
 
Q4. How many employees does the organisation you lead currently employ?
   (Number of full time equivalent employees)
 
 
 
Q5. Is the organisation you lead primarily involved in the provision of products, services or other?
 
Products
 
Services
 
Other (please specify)
 

 
 
 
Q6. How old is the organisation you lead? (number of years since founding)
   (years old)
 
 
 
Q7. What is the main industry of your organisation?
 
Medical devices
 
Pharmaceuticals
 
Information Technology
 
Food and Drinks
 
Other (please specify)
 
 
 
 
Q8. If you have any other comments in relation to the management of innovation and the use of performance measures, this would be helpful for our study. Please include these comments here:
   
 
 
 
Responses to this questionnaire are anonymous and we are not in a position to identify who has responded. To avoid any further reminders, we ask you to consider leaving your company name in a separate link which will not be attached to your survey responses. This will ensure we do not contact you again regarding completion of the survey.

Please select 'Yes' option below if you are willing to indicate in a separate link that your company has responded, otherwise select 'No' option.


 
Yes
 
No
 
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