GInI Resource Center
6. Certified Innovation Associate (CInA)
7. Certified Innovative Organization (CInOrg)®
8. Accredited Innovation Lab (AInL)®
9. Accredited Business Incubator (ABI)®
10. Accredited Accelerator Program (AAP)®
11. Innovation Endorsement (InE)®
12. Accredited Innovation Training Program (AInTP)®
13. GInI Accredited Innovation Education Program AInEP®
14. Authorized Innovation Provider (AInP)®
15. Authorized Training Provider (ATP)®
16. GInI Corporate Identity
GInI has developed an incredibly powerful suite of strategic innovation models and frameworks. GInI uses these as center points of its body of knowledge, and thus as core elements of its certification and training program.
These models and frameworks were designed to complement one another, making for a comprehensive overall innovation framework. Used together, they allow for the creation of a broad environment for growth and innovation. For example, GInI’s tools for defining new value – GInI Business Model Innovation Framework , GInI Business Model Canvas, and GInI Customer Experience Journey Map – can all be used within the broader enterprise innovation environment defined by the GInI Enterprise Innovation Architecture, which is itself augmented by use of the GInI Innovation Management System. Likewise, this enterprise-wide innovation environment is optimally nurtured when operating inside an innovation culture established by the GInI Experiential Human Innovation Framework. Finally, all of these are most effectively leveraged when used to pursue a well-defined growth and innovation strategy, as reflected in the GInI Strategic Innovation Compass and Strategic Innovation Roadmap. Used together, this suite of models and frameworks provides a comprehensive operational system that addresses nearly every aspect of innovation-driven growth.
At the same time, GInI recognizes that the exact model of growth and innovation that best fits any one organization will always be some customized adaptation of these. Thus, we suggest that one not approach these models and frameworks as overly rigid, but rather as useful constructs around which to have a meaningful conversation about their organization’s growth and innovation needs.
Enterprise Innovation Architecture (EInA)
EInA: A model depicting the architectural elements necessary for an effective enterprise-wide innovation program. Divided into six core areas, the model prescribes guidelines for each area that must be addressed and implemented in order to establish and operate a proper, formal enterprise innovation program, regardless of the type of organization involved.
Innovation Management System (InMS)
InMS: A procedural model reflecting the activities and workflows that must take place in order to facilitate the proper input, throughput, and output activities required to achieve ongoing, sustained innovation within the enterprise. This System is a complimentary part of the broader GInI EIn Architecture.
GInI Innovation Strategy Cycle (InSC)
InSC: A cyclical process reflecting the six (6) key steps an organization must take to define and execute an effective Innovation Strategy. These six (6) steps are: Strategy Framing, which draws from the Corporate Strategy to define a skeletal Innovation Strategy; Opportunity Scouting, which finds and qualifies appropriate need-based opportunities to pursue; Solution Definition, which conceives appropriate solutions to each need; Opportunity Scoping, which sizes each opportunity to ensure scope appropriate to the business; Opportunity Justification, which packages and presents each opportunity to decision-makers; and Portfolio Conversion, in which decision-makers convert select solution concepts into real innovation projects for funding and implementation, defining the business' active Innovation Portfolio. Certain innovations go on to be developed and launched, and many succeed in growing and scaling into large business operations, ensuring the organization's ongoing relevance and long-term resilience. This process is cyclical and is thus repeated on a continuous basis.
Strategic Innovation Roadmap (SInR)
SInR: A model illustrating the four classes of Strategic Innovation Vehicle (encompassing eighteen Vehicles in all), and how that select Vehicles can be leveraged to pursue specific Strategic Innovation Pathways in order to both capture existing value and create new value, all in the pursuit of a particular Innovation Strategy (the business’ Strategic Innovation Destination).
GInI Human-Centered Design Hierarchy (HCDH)
HCDH: A model of the human psyche derived from the studies of human psychology, sociology, and anthropology. It illustrates how that one's job in Design Thinking and Human Centered Design is to observe a person's attitudes and behaviors in a situation (their “manifestations”), and to then develop hypotheses about that person's motivations and priorities in the situation, followed by extensive questioning, study, and experimentation to test those hypotheses. This allows one to develop an empathic understanding of the person and the situation, and thus of the person's ultimate motivations and priorities – both of the highly situational Actuated Person (extrinsic) and the unchanging Core Person (intrinsic). Doing this will allow a business to design new innovations that resonate with that person's true needs, desires, and motivations.
Business Model Innovation Framework (BMInF)
BMInF: A structured representation of the business model illustrating each of the business domains an enterprise can experiment with (Offering Space, Target Market, and Brand Delivery, together comprising Value Proposition, and Value Creation, Customer Acquisition, and Value Capture, together comprising Value Delivery). The framework enables one to develop new combinations and designs of business models that together can yield the sorts of step-change needed to deliver breakthrough and disruptive innovation.
Business Model Canvas (BMC)
BMC: GInI’s own adaptation of the classic family of tools known as business model canvases (of which several varieties exist). In GInI’s version, customer outcomes and motivations are kept front and center so that during the business model design exercise, designers are kept from straying away from the core value proposition they are trying to deliver and the underlying reasons for delivering that value proposition. Also in this version Revenue Generation precedes Cost Structures because without a solid revenue generation model, cost structures ultimately will not matter. The GInI Business Model Canvas is an adaptation of Business Model Canvas, used under Creative Commons, and developed by Strategyzer.com.
Customer Experience Journey Map (CXJM)
CXJM: GInI’s own adaptation of the classic family of tools known as customer experience journey maps. In GInI’s version, emphasis is placed on capturing an in-depth understanding of the customer, their frame of mind when triggering the experience, and their cycle of cognitive and emotional states throughout each touchpoint. From a design perspective, emphasis is placed on capturing each stakeholder action required to deliver a winning customer experience that is capable of producing the moments of truth needed to create the lasting and positive brand experience the business is trying to impart.