Leadership and Innovation Characteristics - Transforming Your STEM Career Through Leadership and Innovation - page 65

Again, these characteristics involve cognitive abilities but are more often
a function of behavioral tendencies. Thus, with recognition of the cognitive
and behavioral nature of innovators, we can all become innovators and develop
considerably more innovators in the future.
Where are you today in terms of your level of innovativeness? You may be
well on your way to being an innovator or not at all consider yourself a creative
or innovative person. Take the Innovation Test in Table 4.1 , adapted from the
article “How to Tell If You Are an Innovator” [3] .
This test may not be a scientifically validated approach to assess innovation,
and, no matter the outcome of this test, as previously stated the premise of this
topic is that we can all be innovators. The approach outlined above is a thought-
provoking tool to be used as a resource to gauge, initiate, and enhance your
level of innovation. The objective of the outcome is to help you understand your
thought process relative to innovation and offer guidance on areas where you can
grow your innovation nature. In other words, we need to regularly score in the
frequently high rating of each innovation skill to be consistent innovators. If we
find that we are not frequently demonstrating these qualities there is an oppor-
tunity for us to grow in this area as an innovator. This is an iterative process and
the more we innovate, the more confident we become and the better we become
at it - let the process for bringing out the innovator in you move forward today!
Roles on the “Innovation Team” vary widely and there is a need for a variety
of skill sets. Additionally, there are various roles that an individual can play in
the innovation process ( Figure 4.1 ) [4] .
The opportunity to participate in the innovation process is broad with required
input from a variety of technical experts, researchers, managers, and marketers.
The leader of this team is tasked with ensuring continual interaction between the
team to move the goal of innovating forward as efficiently as possible and with
consideration for all relevant issues. In addition to the leader, the Capability Matu-
rity Model Integration (CMMI) approach to innovation defines the following roles:

Networker: Responsible for creating and maintaining relationships between
relevant internal and external individuals or organizations

l

Coordinator: May serve as the project manager and integrates all activities
into a plan, schedule, and milestones to reach the desired outcome

l

Builder: This individual(s) will likely have an in-depth understanding of the
innovation technical area and is tasked with taking the concept into an initial
design, production plan, and strategy for delivery

l

Anthropologist: Provides the understanding to the team of how people are
likely to interact with the project or service; may work closely with a market-
ing team member to understand and identify ways to make the product more
targeted at meeting the end user needs

l

These roles may be held by one or more individuals and in some organiza-
tions a single person will hold multiple roles. After evaluating your innovation
skills, this may assist you in determining the role that you are most apt to excel