TABLE OF CONTENTS In this section an outline is supplied for those who wish to perform a more advanced I-Quotient self-evaluation. The outline lists some of the many business functions that can contribute to or detract from achieving high performance.
There are two ways to use this outline. The first is to simply use it as a checklist for areas to investigate further after using the self-evaluation tool. The outline is used by first taking the basic self-evaluation test and discussing the potential areas that are the root cause of the real or perceived gaps within the organization. For example, suppose an organization received mediocre scores and there is a consensus among managers that the cause of less-than-world-class innovation is poor employee retention. The company strives to be innovative and has made significant measurable attempts to remove process and policy impediments, but employees leave saying that they enjoyed working there but left because they were given better offers elsewhere. This may lead to a project centered around category 1, "Resource supply," and subcategory 1.1.4, "Benefits." Benefits for this organization could be compared to the average in the industry and adjusted if necessary to improve employee retention. If the benefits were found to be satisfactory, then another suspect area could be studied, and so on.
The second way to use the outline is as an in-depth evaluation tool. Take each category and subcategory and give it an I-Quotient score using the preceding criteria. Our database does not have this level of...
