For enhancing the effectiveness and efficiency of our services, two well-recognized innovation and innovation management methodologies should be applied. Two major building blocks of InnoEdge innovation management services are based on the 5-stage approach (see left figure) of Design Thinking model and 6-Step innovation funnel of international innovation management standard CEN/TS 16555.
In the last five years, our experts have helped hundreds of enterprises in China and Hong Kong to successfully execute transformation projects through Localized Design Thinking Model across a host of business sectors, including life insurance, banking, hospitality, financial planning, retail, public utilities and paper.
Two of those projects were achieved excellent business results and we were be invited to publish four successful cases of Hong Kong companies in different international business journals.
Published in Feb of 2018
Published in Sep of 2018

The innovation funnel (see right figure) of the international management standard of innovation management PD CEN/TS16555 is highly dependent on such aspects as the type of innovation, the kind of organization or the internal structure, so there are many ways to proceed. However, some common aspects integrating the typical “innovation funnel” can be described:
Other than the process management (Stage 1 to 5) of innovation funnel, we also help our client to decide a series of measurement of innovation projects at the right time. We use Balance Scorecard and Kirkpatrick model as a foundation of the measurement and divide it into 7 levels as below:
  • Reaction (level 1)
  • Learning (level 2)
  • Behavior (level 3)
  • Learning and growth (level 4)
  • Internal business process (level 5)
  • Customer (level 6)
  • Financial (level 7)
A comprehensive approach to transformation enables innovation, delivers measurable results, and includes a process for keeping change on track. Feedback is another essential element in this framework.
A feedback loop is a system in which the output of a project becomes the input for changes to the project. To be effective, it requires a process for eliciting and monitoring helpful information. The leaders of an organization can learn only so much from results and statistical data.
To get the full story regarding the efficacy of their operations, they need to gather details on the causes behind the numbers. Only then can they make the changes needed to improve those numbers.