The organization should set an approach to developing and managing competencies. It should: establish what competence is needed by the people working under its control whose work affects how the innovation management system performs and how effective and efficient it is; make sure those people are competent through their education, training or experience; build an inventory of the competencies it already has and find the gaps; where applicable, act to acquire competence and to keep evaluating, improving and renewing it, and check whether those actions worked; consider whether competence should be sourced externally from academia, consultants, partners, online resources or services that support innovation; link and connect people with different competencies so that collective competence is put to use; consider aligning its own competencies with those of relevant external parties so that vocabulary, attitudes and approaches converge; and keep documented information as evidence of competence. Relevant competencies can include managing innovation activities (leadership, change management, allocating resources, empowerment, facilitation, collaboration, culture, managing uncertainty, research, IP); finding insights and opportunities (analysis of markets and technology, gap analysis, ethnography, experimentation driven by data, design thinking, scenario planning, analytics); generating ideas and concepts (creativity techniques, critical thinking, discovery skills, technical know-how, writing business cases, modelling value realization); developing and validating concepts (iterative learning, design, testing, planning value realization, project management); and developing and deploying solutions.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.