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Introduction

The intent of the MiMS is to define objectively an organization’s cultural innovation maturity. Forty-two individuals completed the entire MiMS. While the number of respondents is fewer than anticipated, it is sufficiently significant to understand the organization’s innovation status. The overall survey has a maximum score of 100. Figure C.1 shows SAMPLE’s average score broken down by major job categories. In parentheses are the numbers of individuals completing the entire survey for that job category. The median score is 42.7. The mean score is 40.08. The lowest score is 11.24, one of 12 scores that was under 20 points (all from respondents who categorized themselves as physicians), and the highest score is 76.20 (C-suite individual). The disparity in scoring by job category is the highest ever seen in an organization completing the MiMS, indicating a significant divergence in opinion of SAMPLE’s people, process, and philosophy associated with innovation and commercialization.

Overall, scores are low when compared to organizations with a fairly robust commercialization office. However, lower scores are expected and not unusual for organizations that don’t have a functioning commercialization arm. The scores for each job group are fairly consistent with the answers given during the Graded Perspective Analysis (GPA) individual interviews. The scores of most organizations surveyed fall within a fairly tight range, but SAMPLE has a significant deviation in scoring range.

There is a clear difference in scoring between clinicians/physicians and the administration/executive level, as also seen in the GPA. Executive and administration leaders answered that the organization is far more mature in its commercialization and innovation structure and has a significantly stronger infrastructure in place. Executive and nonphysician administration MiMS scores are almost 60 percent higher than those of physicians. This is a clear and strong message that organizational support for innovation has not been effectively communicated to physician staff.

Unfortunately, a significant number of physicians asked to take the MiMS either didn’t begin or didn’t complete the survey. The lack of participation by key stakeholders provides a data point regarding how engaged they are in the innovation and commercialization function. Physicians scored the organization as having little, if any, infrastructure in place and little support for innovation and commercialization.

On the MiMS, executive leaders scored an average of 43.8 on a 100-point scale. Physician scores were significantly lower, averaging 35.66, while administration’s average score was 36.44. For benchmark comparison, organizations with established commercialization functions typically score around 73. As indicated earlier, the 60 percent differential in scores between physicians and administrators should serve as a catalyst for evaluating how innovation opportunities, organizational capabilities, and effective innovative changes are communicated to staff.

Overall, the organization’s score concludes that there is ...

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