Part IV
Benchmarking
Mechanism and Tools
Executive Summary
This part details and illustrates benchmarking using FIMM. The
concept, types, and processes of benchmarking are first reviewed.
The key activities of benchmarking are then identified and used
as a basis for designing the benchmarking of food businesses’
innovation capability. Benchmarking using FIMM and a tool for
visualizing the results are illustrated for restaurant chains, food
catering service providers, and food processing/manufacturing
establishments. The benchmarking analysis provides a food
business with insights into its current level of innovation capability,
key actions for strengthening innovation capability, priorities in
strengthening innovation capability, as well as examples of best
practices.
Page ii
CONTENTS
EXECUTIVE SUMMARY............................................................................................................ II
WHAT IS BENCHMARKING?.................................................................................................................. 2
WHY BENCHMARKING?........................................................................................................................ 3
TYPES OF BENCHMARKING................................................................................................................... 4
Competitive Benchmarking................................................................................................................. 4
Functional Benchmarking................................................................................................................... 5
Internal Benchmarking........................................................................................................................ 6
Generic Benchmarking........................................................................................................................ 7
PROCESS OF BENCHMARKING............................................................................................................. 8
AT&T.................................................................................................................................................... 8
International Benchmarking Clearing House (lBC).............................................................................. 9
McKinsey & Co.................................................................................................................................. 10
McNair & Leibfried............................................................................................................................ 11
Vaziri’s Methodology......................................................................................................................... 12
Xerox (Robert Camp)......................................................................................................................... 13
Schmidt’s Methodology.................................................................................................................... 13
BENCHMARKING USING FOOD INNOVATION MATURITY MODEL (FIMM).....................................14
Benchmarking of Restaurant Chains Illustrated with BRC................................................................. 15
Benchmarking of Food Catering Service Provider Illustrated with SCS............................................. 23
Benchmarking of Food Processing/Manufacturing Establishments Illustrated with APM................29
SUMMARY OF THE BENCHMARKING PROCESS AND MECHANISM................................................ 35
APPENDIX A1. BRC’S MATURITY LEVEL.............................................................................................. 36
APPENDIX A2. HRC’S MATURITY LEVEL............................................................................................. 39
APPENDIX A3. LRC’S MATURITY LEVEL.............................................................................................. 42
APPENDIX A4. SRC’S MATURITY LEVEL.............................................................................................. 45
APPENDIX A5. CCS’S MATURITY LEVEL.............................................................................................. 48
APPENDIX A6. SCS’S MATURITY LEVEL.............................................................................................. 51
APPENDIX A7. TCS’S MATURITY LEVEL.............................................................................................. 54
APPENDIX A8. APM’S MATURITY LEVEL............................................................................................ 57
APPENDIX A9. IPM’S MATURITY LEVEL.............................................................................................. 60
APPENDIX A10. JPM’S MATURITY LEVEL........................................................................................... 63
APPENDIX A11. VPM’S MATURITY LEVEL.......................................................................................... 66
REFERENCES......................................................................................................................................... 69
Page 1
What is
Benchmarking?
Benchmarking is an organizational learning process
offering a mechanism for identifying the business practices
that deliver the best results and create competitive edge
(Vorhies and Morgan 2005). The focus of benchmarking
has evolved over time, from an initial content focus of
examining the performance outcomes, strategy and content
of products and services of high-performing organizations,
to more recently a process focus on the core capabilities
that produce these performance outcomes. Although this
dichotomy between content and process is widely referred
to in academic research, both issues are involved when
conducting benchmarking of organizational capabilities
in practice. Organizational capability benchmarking
conforms to a structured learning process:
1. A discovery phase in which high-performing organizations
and corresponding capability drivers are identified,
2. A gap-analysis phase that assesses the capability
differences between the organization conducting the
exercise and the high-performing organizations,
3. A capability improvement phase that prioritises and
implements the identified improvements.
Why
Benchmarking?
The value of benchmarking organizational capabilities in providing a
sustainable competitive advantage is supported by three prevailing
theoretical views. The first being resource-based view theory,
which identifies heterogeneity in the levels, value, inimitability, and
nonsubstitutability of organizations’ resources and capabilities as the
main contributor to performance variations between organizations (Amit
and Schoemaker 1993; Barney 1991; Wernerfelt 1984). A competitive
advantage should arise when benchmarking is applied to enable the
enhancement of the capabilities. Moreover, where benchmarking is carried
out as part of continuous improvement over time, the process itself lends
to the ongoing maintenance of an organization’s capabilities.
Second, an organization’s ability to gather information about its market
environment and subsequently determine actions, which strategy scholars
have termed “market orientation”, has been identified as a key driver for
business performance (e.g., Narver and Slater 1990). Benchmarking has
been identified by market orientation researchers as an important tool
for using resources and capabilities in a manner more appropriate to the
market environment. Benchmarking serves as an operational mechanism
for examining the external market environment, identifying capability
improvements required for superior performance and directing resources
towards these improvements. Scholars have noted the role of benchmarking
in organizational learning and helping to create market-driven organizations.
Third, organizational learning theory asserts that in order for marketbased learning to provide a source of competitive advantage, an organization
must have more timely, accurate and alert market surveillance than its
competitors (e.g., Teece et al. 1997). Benchmarking is a continuous process
that can help to alleviate factors such as perpetual bias, core rigidity, and
satisficing problems that impede an organization’s ability and motivation
to learn from the market. It has also been posited that both imitation and
experimentation lead to organizational improvement (e.g., March 1991).
Benchmarking naturally lends itself to imitative learning, but introduction
of external ideas into different organizational and capability contexts can
lead to the creation of a stock of capabilities unique to the organization
benchmarked. The adjustment of imitative capability improvements to a
new operating context necessitates learning by experimentation.
Page 3
Types of Benchmarking
Competitive Benchmarking
Competitive benchmarking provides a mechanism for comparing performance relative to direct
competitors. However, it can be difficult to obtain this information. Anonymous customer
feedback surveys conducted by independent consultants is one method used to counter
this difficulty, but this may trigger competitors to solicit the same information and lead to no
significant breakthroughs. Care is also needed to ensure that target organizations are appropriate
for comparison and that relevant information can be applied to the benchmarking organization’s
own context. Xerox provides an example of effective competitive benchmarking comparing its lowvolume printers time to market with companies such as Canon, Minolta and Sharp, with the clear
intent to understand how a faster time to market could be achieved. At its core, benchmarking is
a mechanism for understanding how better results are achieved and how improvements can be
adapted to an organization’s own context to outperform the competition.
Any industry,
any process,
anywhere
Generic
benchmarking
Internal
benchmarking
Againt oneself
Functional
benchmarking
Non competitor
Direct
competitor
Competitive
benchmarking
Reactive
Proactive
Part of the business
management process
Time
Figure 1.
Page 4
Types of Benchmarking and Evolution
Functional
Benchmarking
Functional
Benchmarking
F
unctional benchmarking arose out of a deepening understanding of competitive
benchmarking as a mechanism for organizational improvement and how it might be
applied to a non-manufacturing environment.
The objective of functional benchmarking is to compare the performance metrics of specific
functions such as distribution, logistics and service with top performers in other industries.
The approach has the advantage of greater ease of access to non-competitive organizations
performance data as there is a lower threat and a greater potential for establishing collaborative
partnerships, which can bring about higher levels of learning for those involved. Businesses
tend to be very open to sharing success stories, and they are even more forthcoming when the
benchmarking is focused on processes. It is encouraging how willing most organizations are to
share information, especially where they are approached in a professional way and anticipate a
mutually beneficial outcome.
Moreover, benchmarking data from other companies can serve to challenge assumptions and
drive innovation. An inherent limitation is that as the data is specific to functions it may not be
applicable to other areas of the business. In addition, due to the complex nature of comparison
it is important that care be taken when selecting companies to take part in benchmarking
activities. Differing measurement methods and other factors such as culture and demographics
can frequently contribute to weaken the credibility of findings.
As an example, Rank Xerox Limited in Europe conducted a functional benchmarking activity
having identified a need to significantly improve its distribution and logistics functions. It
selected a highly diverse group of companies such as 3M, Ford, IBM, Sainsbury’s and Volvo,
even opting to partner a supermarket chain with an office business systems company. This was
considered a radical approach as benchmarking at the process and sub-process levels were not
well understood at the time. After some initial resistance, the activity was successful and led
to a substantial decrease in inventory levels while retaining the same level of customer service.
Page 5
Internal
Benchmarking
Internal
Benchmarking
B
enchmarking does not have to be against other companies and many multinationals seek
to utilize available internal data before searching externally. This is part of continuous
efforts to identify and implement better practice into all aspects of business operations.
For example, Rank Xerox was able to compare manufacturing processes at its Lille (France),
Venray (Holland) and Mitcheldean (UK) plants. This comparison can be made across any part of
the operational, manufacturing or non-manufacturing dimensions.
Large organizations operating in several countries need to have a way to establish where
benchmarks are by business process and function across its many operations. An example of
this would be examining the way in which service engineers respond to customer enquiries, and
then analyzing this information to determine the best method from the customer perspective.
The business might also be able to identify the business area that best handles customer
complaints and seek to understand how this is achieved.
Internal benchmarking is a simple concept, but it can be difficult to implement in practice.
Factors such as cultural differences between countries can reduce the usefulness of comparisons.
Another difficulty is that even though potential obstacles may be overcome there is a risk that
targets set against internal standards may fall short of industry leading standards that may
otherwise have been identified by external benchmarking.
Cultural barriers can be overcome. The Malcolm Baldridge model in the US and European
Foundation for Quality Management (EFQM) model offers a few pointers for overcoming
these barriers. Rank Xerox successfully implemented its own model and demonstrated that
comparisons across cultures are useful when there is a consistent and well-documented process
underpinning the approach.
Page 6
Generic
Benchmarking
Generic
Benchmarking
A
s benchmarking has become more prevalent and understanding of the practice has
grown, it has become apparent that more innovative results can be derived where there
is a more generic approach.
Generic benchmarking shares many elements with functional benchmarking but there is a
greater focus on multifunctional business processes which form the core of business operations.
Once these processes are identified they can be benchmarked against any organizations that has
a comparable process regardless of size or industry. This is the most recent evolutionary stage
of benchmarking and can be applied to any area of a business. The mindset of organizations is
finding excellence wherever it is to be found and then seeking to emulate the practice in their
own operating context to reap the benefits. For example, a large company making technically
complex products benchmarked its “marketing to manufacture” process with a company that
had a similar process but operated in a radically different market environment.
Page 7
Process
of Benchmarking
There is no universal process for benchmarking. To identify the common activities, well-known
benchmarking frameworks are reviewed in this section.
AT&T
This methodology arose out of strategic dilemma faced by AT&T with regards to market
deregulation and as such is intended to have a focus on strategy. Process selection is centred
around how processes contribute to the mission and strategic direction. The process begins with
forming a specialist benchmarking team and having them work closely with process owners.
Process owners have responsibility to initiate benchmarking processes independently as part of
normal business activities.
First things first
1.
Determine who clients are (process owners and planners)
2.
Advance the clients from literacy to champion stage
3.
Test the environment. Identify commitment, expose barriers
4.
Determine urgency. Avoid states of panic or apathy
5.
Determine scope and type of benchmarking required
6.
Select and prepare team.
Process
Page 8
7.
Overlay benchmarking process onto business planning process
8.
Develop benchmarking plan
9.
Analyse data
10.
Integrate the recommended actions
11.
Take action
12.
Continue improvement
International Benchmarking Clearing House (lBC)
The methodology consists of four phases and as many as 36 steps. These are not compulsory
and only applied when appropriate. The methodology should be adapted as necessary to the
requirements of the organization.
• Select process
• Define process inputs and outputs
• Gain process owner’s participation
• Document process
• Select leader and team
• Select CSFs to benchmark
• Idetify customer expectations
• Determine data collection
• Analyse process flow and measures
• Develop a preliminary questionnaire
• Collect internal data
• Solicit participation of partners
• Perform secondary search
• Collect preliminary data
• Identify benchmarking partners
• Conduct visit
• Develop a survey guide
• Aggregate data
• Project performance to planning horizon
• Normalize performance
• Develop case studies of best practice
• Compare current performance to data
• Isolate process enablers
• Identify gaps and root causes
• Assess adapatability of process enablers
• Set goals to close, meet and exceed gap
• Commit resources
• Modify enablers for implementation
• Implement plan
• Gain support for change
• Monitor and report progress
• Develop action plans
• Identify opportunities for benchmarking
• Communicate plan
• Recalibrate the benchmark
Benchmarking via this model is understood as a cyclical process which emphasizes the following:
• B enchmarking stands aside from competitive analysis in that it is process focused and not
constrained to the same industry.
• Management buy-in and integration with strategic planning is essential.
• Planning, organization and a highly nuanced understanding of internal processes is critical
Page 9
McKinsey & Co.
McKinsey takes a strategically focused approach and recommends that the organization
consider business areas and processes therein that contribute the most value. This is not always
apparent, such as in the case of a manufacturing firm using several bought in assemblies could
conclude that most of the value added is coming from its supply chain management process.
The methodology is heavily process focused which it states is a key advantage of benchmarking
over competitive analysis.
Page 10
1.
Choose what process to benchmark
2.
elect key measures and practices (both input and output measures on quality, timeliness,
S
etc.)
3.
Identify comparable processes and benchmark companies
4.
Assess the world-class approach
5.
Develop change priorities
McNair & Leibfried
As with other approaches, the benchmarking process is orientated by a focus on strategy. Action,
however, can only flow from a more detailed consideration of operational aspects. As benchmarking
resources are inherently limited, the methodology proposes a rational selection method be used
for targets. It is important to consider the organization’s critical success factors and determine the
factors that have the greatest impact on shareholder value. Benchmarking activity is also driven by
organizational goals and consequently an understanding of customer needs. It is also recommended
that external best practice be interpreted with reference to customer satisfaction. The purpose of
benchmarking can be evaluated through roles, processes or strategic issues. Focusing on how a role
is performed, how a process is undertaken and why a strategic issue is defined.
Identify core
Internal baseline
External data
issures
data collection
collection
Analysis
Change
Implement
INPUT
Issue
Overview of
Benchmark
Compare
Implementation
•U
nmet Customer
process
questionnaire
and contrast
plan
needs
benchmark data
•P
erfomance gap
Current measure
• Problem areas
Potential drivers
• S trategic
and external
advantage
Issue
organiztions
OUTPUT
Defined benchmark area
Process flow
External
mapping
company(s)
Overview of key
processes to benchmark
Validate drivers
Gap
Plan to close gap
Process
Action to close
improvements/
gap
reengineering
Selected performance
Benchmark target
Process
measeurements
companies
analysis
opportunities
performance
New
Identify potential drivers
Short-term
assessment
•F
lows/policies/
and external organiztions
operational
and measures
Recalibrate
benchmarks
procedures
improvements
Additional
analysis/
benchmarking to
Implementation
Benchmark
plan
questionnaire
Outstanding
address issues
issues
Figure 2.
McNair and Leibfried Methodology
Page 11
Vaziri’s Methodology
This methodology is also strategy focused and stresses the need to clearly decide the object
of the benchmarking It suggests considering mission, strategic direction and the needs of
customers for setting priorities. Vaziri’s methodology acknowledges benchmarking as a way of
managing process innovation
Needs Assessment Team
Benchmarking Team
Identify customers
What
Identify key
u s to m e r
e y ccustomer
Id e n ti fy k
need
need
• need nott m
met
et
• need no
by
• needd met
b e tt e r by
t better
• nee me
competition
on
c o m p e ti ti
be
c o u ldbe
• needdmet
b u tcould
tbut
• nee me
improved
im p ro v e d
te a m
Problem
s o lv in g team
P ro b le m solving
1
Identify CSFs (what)
2
Identify competitor or best-in-class
3
Gather data
4
Analyse findings (how much, why)
5
Communication
6
Strategize (how)
7
Solve problem (action)
Monitor progress/upgrade data
No
Figure 3:
Page 12
re a c h e d ?
Target
Ta rg e t reached?
Vaziri’s Methodology
Yes
Xerox (Robert Camp)
Xerox lay much of the groundwork of benchmarking processes and it is befitting that their
methodology is one the well known and utilized. It emphasizes both the strategic and operational
components and requires the integration of benchmarking into corporate planning processes.
The methodology the importance of prioritisation of benchmarking candidates which typically
starts at the mission statement level before moving through subordinate processes such as
customer-supplier chains and deliverables.
This benchmarking methodology entails five phases:
• Planning
1.
Identify what is to be benchmarked.
2.
Identify comparative companies.
3. Determine data collection method.
• Analysis
4.
Determine current performance ‘gap’.
5. Project future performance levels.
• Integration
6.
Communicate benchmarking findings and gain acceptance.
7. Establish functional goals.
• Action
8.
Develop action plans.
9.
Implement specific actions and monitor progress.
10. Recalibrate benchmarks.
• Maturity: Leadership position attained and practices fully integrated into processes.
Schmidt’s Methodology
This methodology involves the following:
1.
2.
Research own company first and identify key success factors of the business.
Establish scope and basis of benchmarking comparisons: strategic customer, cost versus
best meets company’s improvement needs.
3. Select the group of comparators; identify and screen companies for the comparison group.
4. Develop a detailed plan for data collection and processing: sources could include customers’
trade associations, employees, joint venture partners, co-operative data exchanges, interviews
or surveys.
5. Develop conclusions and establish performance targets to ensure that benchmarking is a
catalyst for the future.
Page 13
Benchmarking using Food
Innovation Maturity Model
(FIMM)
As detailed in Part III, FIMM is useful for assessing the innovation capability of a food business.
FIMM can also support benchmarking, which allows a food company to identify gaps in its
innovation capability with respect to competitors and learn from best practices. Since innovation
is typically a multi-functional endeavor, involving functional units such as strategic planning,
marketing, and finance, FIMM is a type of “generic benchmarking” (see page 6).
Our review of the processes of benchmarking (see page 7) indicates that the following activities
are common and necessary. Accordingly, they are included in FIMM benchmarking:
1
Collect data using benchmarking questionnaire
2
Analyze data to identify gaps and visualize results
3
Prioritize actions for strengthening innovation capability
4
Analyze data to identify best practices
From a food business’s perspective, benchmarking using FIMM answers the
following questions:
• What is our business’s current level of maturity in innovation capability?
• How strong is our food innovation capability compared with the industry average?
• What are the key actions for strengthening innovation capability?
• Which key actions are of the highest priority?
• What can we learn from the best practices of others?
The process of FIMM benchmarking will be illustrated with a food company in the
following lines of food business:
• Restaurant Chains
• Food Catering Service Provider
• Food Processing/Manufacturing Establishments
Page 14
1
Benchmarking of Restaurant Chains Illustrated
with BRC
For the purpose of illustration, data were collected from four restaurant chains for benchmarking
(BRC, HRC, LRC, SRC). BRC is a franchised German casual dining restaurant conceived in 2006. It
has close to 20 outlets in seven countries and focuses on providing high-quality and innovative
food and beverage inspired by German roots. BRC was awarded the Singapore SME 1000 for
Turnover Growth Excellence in the Hospitality/ Food & Beverage sector in 2015. BRC’s recent
innovation initiatives include new menu items such as home-style recipes and vegetarian
offerings, as well as events such as a German carnival of traditional flavors.
HRC is an international burger bar that offers an extensive menu of gourmet burgers (e.g.,
vegan, beef and chicken), salads, tea, and cocktails in a casual setting. The chain believes that
burgers should be enjoyed casually in a unique ambience even in a busy city. Established in
2010, RCH has since set up more than 50 outlets, in Austria, Switzerland, Italy, and Singapore. Its
founders have more than 15 years of experience in running restaurant chains.
LRC operates more than ten restaurants, bars, and cafés since 2005, including one in Asia’s
50 Best Restaurants 2019 list. LRC’s culture is young, vibrant and dynamic. Its recent innovation
initiatives include plant-based offerings and Impossible Foods to meet the rising demands of
more conscious diners. LRC has also replaced single-use plastic straws with reusable metal
straws or straws made from biodegradable materials like tapioca. It has recenetly ventured into
food-related technologies such as mobile ordering and payment services.
SRC’s key offerings include salad, grain bowls, pastries, and all-natural fruit smoothies,
with high-quality local ingredients to help reduce carbon footprint while ensuring freshness.
Established in 2009, SRC is operating in ten countries. SRC joined the global cage-free movement
with a commitment to use exclusively cage-free eggs in its supply chain by 2025. It also focuses
on technology in its next stage of growth. SRC’s mobile app will move beyond being a loyaltypoints system to offer more personalized services such as recommendations based on personal
habits and food delivery to chilled personal lockers in office buildings.
Page 15
1
Collect data using benchmarking
questionnaire
Data were collected from BRC and other restaurant chains using the FIMM questionnaire
(developed in Part II). Their innovation maturity levels are shown in Appendix A1 to A4. BRC
is at innovation maturity level 2 (i.e., “Casual Innovator”). Notably, it has achieved level 3 for
APM
Company Name:
“Strategy
& Leadership”,
“People & Culture”,
“Innovation Process”, and “Technology”. To further
APM
Company
Name:
Processing/Manufacturing
Type
of
Business
Profiled:
developType
itsofinnovation
maturity, BRC should
focus on innovating to more proactively manage
Processing/Manufacturing
BusinessName:
Profiled:
APM
Company
2
APM's
Innovation
Maturity
Level:
food hygiene
and
safety
inLevel:
“Food Production/Service”,
and better collecting and managing data
2 Processing/Manufacturing
APM's Type
Innovation
Maturity
of Business
Profiled:
in “Operations”.
2
APM's Innovation Maturity Level:
COMMITTED
COMMITTED
CASUAL
CASUAL
COORDINATED
COMMITTEDCOORDINATED
CASUAL
COORDINATED
CURIOUS
CURIOUS
CONNOISSEUR
CONNOISSEUR
CURIOUS
5
5
4
4
33
22
11
CONNOISSEUR
CapabilityLevel
Levelof
ofEach
EachKey
KeyAspect
Aspect
Capability
Capability Level of Each Key Aspect
5
4
3
2
1
Strategy
&
PeoplePeople
& Culture
Culture
& LeadershipPeople
& Culture
StrategyStrategy
& Leadership
Leadership
&
11
1
1. Strategic Alignment
Innovation
Process
Innovation
Process
Innovation
Process
Technology
Technology
Technology
Capability
Level
EachElement
Element
Capability
Level
ofof
Each
Capability
Level
of
Each
Element
22
2
3
33
FoodProduction/Service
Production/Service
Food
Production/Service
Food
4
44
Strategy &
Leadership
3. Sensing of Innovations
3.
3. Sensing of Innovations
4. Innovation Partnerships
People & Culture
4.
4. Innovation Partnerships
5. Training
5. Training
6. Talent
Management
6. Talent
Management
7. Employee
Engagement
8. Learning
from Failure
7. Employee
7.
Engagement
Innovation
Process
9. Ideation
8. Learning from Failure
10. Innovation
Resource
9. Ideation
11. Innovation
Outcome
10. Innovation
Resource
10.
12. Automation
Technology
11. Innovation Outcome
11.
13. Data in Decisions
12. Automation
14. Emerging Technology
13. Data
Data in
in Decisions
Decisions
13.
15. Access to Knowledge
14. Emerging
Emerging Technology
Technology
14.
16. Customer Orientation
15. Access
Access to
to Knowledge
Knowledge
15.
17. Food
Hygiene/Safety
16. Customer
Customer
Orientation
16.
Orientation
18. Change
Management
17. Food
Food
Hygiene/Safety
17.
19. Hygiene/Safety
Operations Innovation
Operations
Food
Food
Production
Production&&
Operations
Service
Operations
Service
2. Leadership Support
2. Leadership Support
Food
Production &
Service
Technology
Technology
Innovation
Innovation
Process
Process
People & Culture
&
Strategy &
Leadership
Leadership
1. Strategic Alignment
18. Change
Change Management
Management
20. Digitalization
18.
19. Operations
Operations21.
Innovation
Data Collection
19.
Innovation
20. Digitalization
Digitalization
20.
21. Data
Data Collection
Collection
21.
Figure 4.
Page 16
BRC’s Food Innovation Maturity Level
Operations
Operations
Operations
5
5 5
2
Analyze data to identify gaps and
visualize results
The food innovation maturity of a company can be benchmarked against the average of other
restaurant chain companies. For BRC, the charts indicate that it is above the industry average
for the innovation aspects of “Innovation Process” and “Technology” (see Figure 5); It is slightly
below the industry average for innovation in “Food Production/Service” and “Operations”.
Comparison at the more detailed element level reveals more specific gaps in the following
aspects:
• Innovation partnerships
• Customer orientation
• Innovation focus in food hygiene and safety
• Change Management
• Digitalization
• Data collection
These gaps indicate priorities for BRC in strengthening its innovation capability, as discussed next.
Food Innovation Maturity Compared to Other Companies
APM
Other Processing/Manufacturing Companies
Strategy & Leadership
5
4.5
4
3.5
Operations
3
People & Culture
2.5
2
1.5
1
Food Production/Service
Innovation Process
Technology
Figure 5.
Food Innovation Maturity of BRC vs. Other Restaurant Chains
Detailed Food Innovation Maturity Level Compared to Other Companies
5
Other Processing/Manufacturing Companies
5
5
APM
Page 17
Technology
Detailed Food Innovation Maturity Level Compared to Other Companies
5
3.5
Strategy & Leadership
People & Culture
Innovation Process
T e c h n o l og y
2.5
21. Data Collection
2
2.5
20. Digitalization
2
2.5
Food Production &
Service
19. Operations Innovation
18. Change Management
17. Food Hygiene/Safety
16. Customer Orientation
15. Access to Knowledge
14. Emerging Technology
13. Data in Decisions
12. Automation
11. Innovation Outcome
10. Innovation Resource
9. Ideation
8. Learning from Failure
7. Employee Engagement
6. Talent Management
5. Training
2. Leadership Support
1. Strategic Alignment
2
2
2.5
3
3.5
4
3.5
3
2.5
3
3
3
3.5
4
4
3.5
4
3.5
4
3.5
4
4
3
3
3.5
4
4
4. Innovation Partnerships
4
4
4
3. Sensing of Innovations
3.5
3.5
4
5
Other Processing/Manufacturing Companies
5
APM
Operations
Food Innovation Aspects Better Than % Other Companies
100%
80%
60%
40%
66.7%
66.7%
20%
0%
‐20%
Strategy &
Leadership
33.3%
33.3%
People & Culture
Innovation Process
Technology
‐33.3%
Food
Production/Service
Operations
‐33.3%
‐40%
‐60%
‐80%
‐100%
Figure 5.
Page 18
Food Innovation Maturity of BRC vs. Other Restaurant Chains (continued)
3
Prioritize actions for strengthening
innovation capability
The preceding comparison indicates that BRC can progress to the next level of maturity by
focusing on the innovation aspects of “Food Production/Service” and “Operations”. It is also in
these aspects that BRC is slightly below the industry average. Therefore, these aspects are of
the highest priority compared to the other aspects. Specific recommendations for strengthening
these aspects are:
•F
ocus more on the total food experience in
innovation initiatives
• Innovate to go beyond compliance to more
proactively reduce food hygiene and safety risk
(e.g., using alerts, prompts, nudges)
•C
ommunicate to employees the importance
of staying open to change and participating in
innovation initiatives
•D
igitize more key operations data
•C
apture more key data immediately at the
source to ensure that decisions are made on
updated data
Comparing BRC and other restaurant chain
companies at the more detailed element level
indicates a mid-to-high-priority direction for
strengthening innovation capability:
•C
onsider establishing supply chain innovation
partnership
with
vendors,
suppliers,
distributors, marketing service providers,
payment service providers, or selected
consumers
To develop stronger innovation capability
than competitors, BRC can first focus on
innovation aspects that it already excels in to get
a headstart, namely “Innovation Process” and
“Technology”. The following can be considered
as the wow-to-medium-priority targets of
improvement:
•C
larigy that all managers, not just senior
managers, have the chance of getting
resources for innovating their work
• I dentify all key processes that can be automated
•G
o beyond diagnostic analyses and analyze
data to predict the future (“what is likely to
happen?”)
•D
evelop plan to pilot test a selected emerging
technology
Page 19
4
Analyze data to identify best practices
Best practices for each of the six key aspects of innovation can be identified from companies
that excel in managing the aspect. This is illustrated with the four restaurant chain companies
included in benchmarking.
Strategy and Leadership
Pursue disruptive innovations that inform future strategy – BRC has assigned a senior manager
to oversee innovations and dedicate more effort to breakthrough innovations. For instance, the
company is looking to develop innovative solutions to existing challenges such as enhancing
customer experience and marketing. The company is also considering the potential of tackling a
new need or want of customers beyond its current focus. It is exploring the concept of Service 2.0
and recognizes that the initiative can lead to a new strategy. The CEO emphasized the importance
of consciously remaining open minded to strategic change driven by innovation.
LRC is pursuing disruptive innovations by investing in startups, including a hiring platform,
cloud kitchen, and food ordering App. These initiatives are in line with the current business
strategy – they are expected to improve the existing branding and the best-in-class image. They
are also anticipated to lead to strategic shifts.
Establish innovation partnership with unfamiliar partners – SRC has worked with local institutes
of higher learning to develop packaging solutions, vending machine solutions, branding, and
sustainable products. The company is also collaborating closely with local farms to improve the
taste and quality of agricultural products based on customer feedback.
People and Culture
Invite all employees, including operations staff to participate in innovation – BRC, HRC, and LRC
all make effort to include operations staff in innovation. At BRC, all employees are encouraged
to innovate and participate in the planning of implementation, as the CEO explained:
“Employees are 100% involved, because it’s a team effort, it’s not a top down thing. They
suggest ideas a lot. They are empowered based on high-level metrics to come up with plans.”
HRC ensures that feedback is gathered from employees as innovation is implemented. The CEO
describes:
“We will give it a try, observe, and get feedback…it’s more a team approach, where everyone
would give input…Then we try, evaluate again, and then decide what’s the pros and cons,
what’s the step forward.”
At LRC, innovation initiatives are often carried out in teams comprising employees at different
levels, such as the head of concept development, design team staff, chefs, and operations staff.
Page 20
Innovation
Process
Assess innovation outcomes with qualitative and quantitative data from multiple sources – BRC
gathers qualitative feedback for new dishes from customers by “touching tables” and observing
leftovers. Concurrently, quantitative data such as sales are analyzed. When employees suggest
ideas for innovation, they are also encouraged to identify qualitative and quantitative measures
so that the impact can be assessed.
SRC collects qualitative data from multiple sources, as the CEO describes:
“We do focus groups. We get feedback through our App…We have a very engaged customer
base.”
The company has also hired a data analyst whose responsibilities include assessing the
outcomes of innovation initiatives:
“He looks at all the data that comes through and he’s constantly looking at the delivery
companies if we’ve launched a new promotion there. We’ll look at those things constantly. So
he’s just looking at the success of every new promotion and innovation.”
Technology
Pilot test emerging technologies – SRC has been actively learning about new technologies such
as augmented reality and considering how they can be applied to food businesses. For instance,
it has recently piloted a training system based on augmented reality. The system takes the place
of a trainer and guides new hires as they prepare food for customers. It has been found to help
new hires get up to speed faster.
Page 21
Food Production/Service
Focus on the total food experience in innovation – HRC’s CEO emphasizes the total experience
when deliberating innovation initiatives:
“We must satisfy customer, we must make sure we are up to the standards and all the guests
are very happy with the service, food and get overall excellent experience”
For instance, improving the total experience is the key driver of implementing an digital ordering
system.
“Customers want to their food, as soon as possible, as fresh as possible…through the app we
just take an order and send…there is efficiency…so the customer will receive it much faster.”
At LRC, customer feedback and data is analyzed at the dish level as well as the meal level to
capture the total food experience and inform further innovation initiatives. The CEO explained:
“What’s captured in our marketing is more about the experience – how do customers make
decisions? How does the menu look? How does it tell a story? What are the online touch
points? Offline touch points?”
SRC creates a more holistic food experience for its customers through its App and other
technologies:
“We have innovated a lot on the consumer experience standpoint when it comes to our APP,
our loyalty program, our pre-ordering platform, our mobile wallet. We have innovated in the
backend – how we deal with our order management system, ...full traceability from central
kitchen to the outlet. We keep adapting the product as well – we have introduced grain rolls.
During the colder months we also introduce products fit the weather and rather than just cold
salad….We have launched vending machines.”
Page 22
Benchmarking of Food Catering Service
Provider Illustrated with SCS
Three catering service providers are included in benchmarking (CCS, SCS, and TCS). SCS is
chosen for illustration here because it is at or exceeds the industry average in every key innovation
aspect.
CCS provides catering services for corporate events, sports events, social events, and
weddings. Established in 1996, it has won awards such as The Distinguished Restaurant Award,
Golden Peony, and Rocheston Distinguished Restaurant Awards. Recent innovation initiatives
include an afternoon tea party concept during the Sakura season in Japan, and allowing guests
to mix their own premium gin with tonic and more than 30 herbs, spices and other garnishes.
SCS provides one-stop catering solution for corporate events, home parties, weddings, and
buffets. It has more than 25 years of food catering experience and is a winner of Singapore
Quality Award in 2017. SCS’s recent innovation initiatives include food trend study to create new
menu items such as Japanese and Korean dishes, offerings that cater to small gatherings (less
than 20 persons), and Tingkat services with door-step delivery.
TCS was founded in 2009. TCS provides catering services for various private, social, and
corporate events such as weddings, gatherings, product launches and meetings. TCS was a
caterer for high-profiled events including the IMF Convention, as well as the Singapore F1 Grand
Prix.
Page 23
1
Collect data using benchmarking
questionnaire
The three food caterers’ food innovation maturity levels, assessed using the FIMM questionnaire,
BRC
Company Name:
are shown in Appendix A5 to A7. SCS is at maturity level 3 (i.e., “Committed Innovator”). It is
Restaurant Chain
Type of Business Profiled:
at maturity level 3 for all six key innovation aspects. SCS is close to achieving level 4 in its
2
BRC's Innovation Maturity Level:
“Innovation
Process”, with two out of three elements at level 4.
COMMITTED
CASUAL
COORDINATED
CURIOUS
CONNOISSEUR
Capability Level of Each Key Aspect
5
4
3
2
1
Strategy & Leadership
People & Culture
Innovation Process
Technology
Food Production/Service
Operations
Capability Level of Each Element
1
2
3
Innovation
Process
People & Culture
Strategy &
Leadership
1. Strategic Alignment
2. Leadership Support
3. Sensing of Innovations
4. Innovation Partnerships
5. Training
6. Talent Management
7. Employee Engagement
8. Learning from Failure
9. Ideation
10. Innovation Resource
11. Innovation Outcome
Food
Production &
Operations
Service
Technology
12. Automation
13. Data in Decisions
14. Emerging Technology
15. Access to Knowledge
16. Customer Orientation
17. Food Hygiene/Safety
18. Change Management
19. Operations Innovation
20. Digitalization
21. Data Collection
Figure 6.
Page 24
SCS’s Food Innovation Maturity Level
4
5
2
Analyze data to identify gaps and
visualize results
SCS is at the industry average in the key aspect of “Innovation Process” and exceeds the industry
average in all other aspects. An examination of the individual elements of the “Innovation
Process” aspect reveals that SCS is slightly below the industry average for the element of
“Innovation Resource”. While SCS does not face much short-term pressure to catch up with
competitors, focusing first on “Innovation Process” in its development of innovation capability
will help differentiate it further from competitors. This will also create some leeway for working
towards the next level of innovation maturity.
Food Innovation Maturity Compared to Other Companies
BRC
Other Restaurant Chain Companies
Strategy & Leadership
5
4.5
4
3.5
Operations
People & Culture
3
2.5
2
1.5
1
Food Production/Service
Innovation Process
Technology
Food Innovation Maturity of SCS vs. Other Food Catering Companies
Detailed Food Innovation Maturity Level Compared to Other Companies
5
5
Other Restaurant Chain Companies
Strategy & Leadership
People & Culture
Innovation Process
T e c h n o l og y
Food Production &
2.5
2
21. Data Collection
20. Digitalization
19. Operations Innovation
2
2.5
3
2.5
3
18. Change Management
17. Food Hygiene/Safety
16. Customer Orientation
15. Access to Knowledge
14. Emerging Technology
13. Data in Decisions
12. Automation
11. Innovation Outcome
10. Innovation Resource
9. Ideation
8. Learning from Failure
7. Employee Engagement
6. Talent Management
5. Training
4. Innovation Partnerships
3. Sensing of Innovations
2. Leadership Support
1. Strategic Alignment
2
2.5
3
3
3
2.5
3
3
3
3
2.5
3.5
4
4
3.5
4
4
4
3.5
4
3
3
3
3
3.5
4
4
4
3.5
4
4.5
5
BRC
5
Figure 7.
Operations
Page 25
Technology
Detailed Food Innovation Maturity Level Compared to Other Companies
5
5
5
Other Restaurant Chain Companies
Strategy & Leadership
People & Culture
Innovation Process
T e c h n o l og y
Food Production &
Service
2.5
2
21. Data Collection
20. Digitalization
19. Operations Innovation
2
2.5
3
2.5
3
18. Change Management
17. Food Hygiene/Safety
16. Customer Orientation
15. Access to Knowledge
14. Emerging Technology
13. Data in Decisions
12. Automation
11. Innovation Outcome
10. Innovation Resource
9. Ideation
8. Learning from Failure
7. Employee Engagement
6. Talent Management
5. Training
4. Innovation Partnerships
3. Sensing of Innovations
2. Leadership Support
1. Strategic Alignment
2
2.5
3
3
3
2.5
3
3
3
3
2.5
3.5
4
4
3.5
4
4
4
3.5
4
3
3
3
3
3.5
4
4
4
3.5
4
4.5
5
BRC
Operations
Food Innovation Aspects Better Than % Other Companies
100%
80%
60%
40%
20%
0%
‐20%
‐40%
33.3%
33.3%
Strategy &
Leadership
People & Culture
66.7%
66.7%
Innovation Process
Technology
Food
Production/Service
Operations
‐66.7%
‐66.7%
‐60%
‐80%
‐100%
Figure 7.
Page 26
Food Innovation Maturity of SCS vs. Other Food Catering Companies (continued)
3
Prioritize actions for strengthening
innovation capability
To outperform competitors on all aspects of innovation, SCS should advance its “Innovation
Process” aspect first. To strengthen its overall innovation capability, it should further develop
other aspects, focusing on those closer to level 4 first:
Low-to-medium-priority aspect and elements
• O perations
• I nnovate to better forecast demand and
supply for operations
• Digitize
more key operations data
•C
apture more key data immediately at the
source to ensure that decisions are made
based on updated data
Medium-to-high-priority aspects and elements:
•S
trategy and Leadership
•C
onsider going beyond incremental innovation
to undertake more breakthrough innovations
that are aligned with the current strategy
• I ncrease public recognition of employees
participating in innovation
•P
eople and Culture
•T
rain employees more frequently to ensure
that they stay abreast with technology
advancement
•R
etain
talents
innovation
necessary
to
support
•E
ncourage employees to consider and pursue
some risky innovations
• Technology
• I dentify all
automated
key
processes
that
can
be
•G
o beyond diagnostic data analysis and use
data to predict the future (“what is likely to
happen?”)
•D
evelop plan to pilot test a selected emerging
technology
•F
ood Production & Service
•F
ocus more on innovating to develop food
safety and hygiene habits
Highest-priority element:
• Communicate
to employees the importance
of staying open to change and participating
in innovation initiatives
•C
larify that all managers,
not just senior managers,
have the chance of
getting resources for
innovating their work
Page 27
4
Analyze data to identify best practices
People & Culture
Invite all employees, including operations staff to participate in innovation – SCS encourages
employees at all levels to participate in innovation initiatives. For instance, a process innovation
in the preparation of beverages involved operations staff right from the beginning, who ideated
and developed potential solutions based on their experience of preparation and serving the
beverage.
Technology
Pilot test emerging technologies – TCS is always scanning the market for new food technologies.
It was one of the earliest in Singapore to test and eventually adopt robotic cooking machines.
The largest of the robots can fry 100kg of fried rice in an hour. A human chef, working at top
speed, could do 30. They also save the firm money, as human chefs are expensive and it costs a
lot less to hire a trainee who can operate the machines.
Page 28
Benchmarking of Food Processing/
Manufacturing Establishments Illustrated
with APM
Four establishments are included in benchmarking (APM, IPM, JPM, VPM). The benchmarking
of APM will be illustrated to show how FIMM can be useful for start-ups. APM is developing
and commercializing a food technology that breaks agricultural products into compounds.
The technology has a wide variety of applications, including new food products, unique dining
concepts, and new packaged food. It can also help to reduce food waste, as it allows parts
of agricultural products that are not traditionally consumed to be used for other nutritional
purposes.
IPM brands itself as a first-class purveyor of gourmet halal food products. IPM does meat
and seafood canning and trading, prepared meals and manufactures meat and poultry. It has
international distributors in the Middle East, Singapore, Macau, and Hong Kong. Food quality
and safety is paramount in its manufacturing, which is managed with an upgraded SAP system.
IPM is certified by independent bodies and government agencies and has attained the ISO 22000
Food Safety Management System, which allows full product traceability.
JPM processes fresh frog meat, crocodile tail, venison flank steak, and premium Hashima free
from antibiotics, hormones, or steroids. Established in 1981, JPM seeks to provide alternative
food sources for people who are conscious of healthy eating and food safety. It also offers tours
with live displays and demonstration. JPM’s innovation initiatives include exploring r ecirculating
aquaculture systems, use of sensors and robotics to automate tasks like net cleaning,
and reducing food waste by exploring ways to use other frog parts.
VPM is the leading South American wine producer and one of the largest wine companies in
the world. Its products range from entry level to iconic ultra-premium wines from Chile, Argentina,
and California, with award winning quality and consistency. VPM has presence in more than 145
countries and is one of Drinks international’s “World’s Most Admired Wine Brands”. The company
regularly conducts consumer research to inform its retail and pricing strategies. It also set up a
research center to leverage digital tools and new technologies to improve winemaking practices
and wine quality. For example, a new measurement system that uses drones and multispectral
cameras to obtain vineyard data has been developed. The system allows the prediction of
production based on artificial intelligence.
Page 29
1
Collect data using benchmarking
questionnaire
The food innovation maturity levels of the four food processing/manufacturing companies are
shown in Appendix A8 to A11. Overall, APM’s innovation capability is at maturity level 2. It is at
SCS
Company Name:
level 2 for the aspects of “Technology” and “Operations”. It has achieved level 3 for the aspects
Catering
Type of Business Profiled:
of “People & Culture”, “Innovation Process”, and “Food Production/Service”, and attained level 4
3
SCS's Innovation Maturity Level:
for “Strategy & Leadership”.
COMMITTED
CASUAL
COORDINATED
CURIOUS
CONNOISSEUR
Capability Level of Each Key Aspect
5
4
3
2
1
Strategy & Leadership
People & Culture
Innovation Process
Technology
Food Production/Service
Operations
Capability Level of Each Element
1
2
3
Innovation
Process
People & Culture
Strategy &
Leadership
1. Strategic Alignment
2. Leadership Support
3. Sensing of Innovations
4. Innovation Partnerships
5. Training
6. Talent Management
7. Employee Engagement
8. Learning from Failure
9. Ideation
10. Innovation Resource
11. Innovation Outcome
Food
Production &
Operations
Service
Technology
12. Automation
13. Data in Decisions
14. Emerging Technology
15. Access to Knowledge
16. Customer Orientation
17. Food Hygiene/Safety
18. Change Management
19. Operations Innovation
20. Digitalization
21. Data Collection
Figure 8.
Page 30
APM’s Food Innovation Maturity Level
4
5
2
Analyze data to identify gaps and
visualize results
APM is above the industry average in the innovation aspects of “Strategy & Leadership” and
“Food Production & Service”. It is at the industry average for “People & Culture”. Aspects needing
specific attention are “Innovation Process”, “Technology”, and “Operations”, in which APM is
slightly below the industry average. A closer examination of the specific elements reveals that
APM is also slightly below the industry average in the element “Talent Management”, even
though APM is overall at the industry average for the corresponding “People & Culture” aspect.
This indicates the importance of examining the analysis at different levels of granularity to avoid
missing important information.
Food Innovation Maturity Compared to Other Companies
SCS
Other Catering Companies
Strategy & Leadership
5
4.5
4
3.5
Operations
People & Culture
3
2.5
2
1.5
1
Food Production/Service
Innovation Process
Technology
Figure 9.
Food Innovation Maturity of APM vs. Other Companies
Detailed Food Innovation Maturity Level Compared to Other Companies
Other Catering Companies
4
4
3
2.5
3
2.5
21. Data Collection
20. Digitalization
2
9. Operations Innovation
18. Change Management
17. Food Hygiene/Safety
16. Customer Orientation
15. Access to Knowledge
14. Emerging Technology
2
13. Data in Decisions
12. Automation
11. Innovation Outcome
10. Innovation Resource
9. Ideation
8. Learning from Failure
7. Employee Engagement
3
3
3
2.5
3
3
3
3
3
3
2.5
3
3
3
2.5
2.5
3
6. Talent Management
5. Training
. Innovation Partnerships
3. Sensing of Innovations
2
2.5
3
3.5
4
4
4
4
2.5
3
2. Leadership Support
1. Strategic Alignment
2
2.5
3
3.5
4
5
5
SCS
Page 31
Technology
Detailed Food Innovation Maturity Level Compared to Other Companies
Other Catering Companies
Strategy & Leadership
4
4
4
3
2.5
3
2.5
Food Production &
Service
21. Data Collection
20. Digitalization
19. Operations Innovation
18. Change Management
17. Food Hygiene/Safety
16. Customer Orientation
2
T e c h n o l og y
15. Access to Knowledge
14. Emerging Technology
13. Data in Decisions
2
Innovation Process
12. Automation
11. Innovation Outcome
10. Innovation Resource
9. Ideation
8. Learning from Failure
7. Employee Engagement
People & Culture
3
3
3
2.5
3
3
3
3
3
3
2.5
3
3
3
2.5
2.5
3
6. Talent Management
5. Training
4. Innovation Partnerships
3. Sensing of Innovations
2
2.5
3
3.5
4
4
4
2.5
3
2. Leadership Support
1. Strategic Alignment
2
2.5
3
3.5
4
5
5
SCS
Operations
Food Innovation Aspects Better Than % Other Companies
100%
80%
60%
100.0%
100.0%
100.0%
100.0%
40%
50.0%
20%
0%
‐20%
Strategy &
Leadership
People & Culture
Innovation Process
50.0%
Technology
Food
Production/Service
Operations
‐40%
‐60%
‐80%
‐100%
Figure 9.
Page 32
Food Innovation Maturity of APM vs. Other Companies (continued)
3
Prioritize actions for strengthening
innovation capability
The gap analysis indicates that innovation aspects of highest priority in APM’s development
of innovation capability are “Innovation Process”, “Technology”, and “Operations”. Focusing on
these aspects first as APM begins operating will bring APM closer to the industry average. An
innovation element to be developed with medium-high priority is “Talent Management”. This
will prevent APM from falling below the industry average in the “People & Culture” aspect. In
the long term, APM should develop those innovation aspects that it already excels in to further
differentiate itself from competitors in terms of innovation capability (low-to-medium priority),
or work on aspects that help advance APM to the next level of maturity.
Low-to-medium-priority element:
•S
trategy & Leadership: Consider
establishing
supply
chain
innovation
partnership
with
vendors, suppliers, distributors,
marketing service providers,
payment service providers, or
selected consumers
•F
ood Production/Service: focus
more on innovating to develop
safety and hygiene habits
Medium-to-high-priority element:
•T
alent management: Recruit and
retain talents to support the key
innovation initiatives
Highest-priority aspects and elements:
• I nnovation
Process:
Assess
innovation outcomes with both
qualitative and quantitative data
when the data become available
• Technology
•P
lan to go beyond descriptive analysis
to analyze data for diagnosis (“what
affects performance?”)
•D
evelop a plan to pilot test an
emerging technology, as many
others in the industry are already
doing
• Operations
•C
onsider
focusing
more
on
innovating to better analyze demand
and supply for improving operations
• Plan to digitize more key operations
data
•P
lan to capture more key data
immediately at the source so that
data is always up to date
Page 33
4
Analyze data to identify best practices
Strategy & Leadership
Pursue disruptive innovations that inform future strategy – APM is considering to look beyond
agricultural products to lab grown food. This can potentially lead to a new strategy that focuses
more on sustainability and food security, which represents a shift from its current focus of
reducing food waste.
Establish innovation partnership with unfamiliar partners – JPM is partnering with other food
processing/manufacturing establishments in the same area to organize educational tour routes
for visitors. This helps to raise brand awareness for JPM products. The tour also serves an
educational purpose and is part of fulfilling corporate social responsibility.
People & Culture
Taking risks and preparing to learn from failure – VPM has set up a five-million-dollar research
center to engage in research activities that are expected to have long-term implications. Projects
at the center range from improving the taste of products to their impact on consumers’ health.
The company is constantly learning from experimentations at the center.
Innovation Process
Employees can suggest and discuss each other’s’ ideas anytime online – VPM has set up an online
platform where employees from different parts of the world can interact 24/7. The platform
allows employees to share and discuss ideas and serves as a seedbed for innovation initiatives.
Technology
Pilot test emerging technologies – VPM has pilot-tested packaging with the near-fieldcommunication technology to see how it can improve operations as well as reach a younger
demographic while also benefiting existing clients by integrating the technology with the
company’s social media and marketing initiatives.
Page 34
Summary of the Benchmarking
Process and Mechanism
To benchmark a company:
1. Collect data using FIMM questionnaire
(a) Enter data into Worksheet “1” of this Excel workbook to visualize results
(b) T
ake note of the overall level of maturity and capability level of each key aspect of
innovation
2. Analyze data to identify gaps and visualize results
(a) Select the subject company in Worksheet “3”
(b) Take note of all key aspects above and below industry average
(c) Take note of all specific elements below the industry average
3. Prioritize actions for strengthening innovation capability
(a) H
ighest priority: key aspects of innovation that are below the industry average and the
corresponding elements (from 2b)
(b) M edium-to-high priority: specific elements that are below the industry average (from 2c)
(c) L
ow-to-medium priority: aspects and corresponding elements that a company excels in (that is,
already above the industry average) to further distinguish the company from competitors, OR
aspects and corresponding elements that should be improved to take the company to the
next level of innovation maturity.
4. Analyze data to identify best practices
(a) T
ake note of elements that are at level 5. Analyze the interview transcript further to
identify potential best practices. If necessary, contact the company for further details.
Commercially sensitive details should be omitted in publications.
Notes:
• F IMM is a management tool for guiding the development of innovation capability, rather
than a performance measurement tool. This should be emphasized when explaining the
recommendations.
•T
he summary sent to companies should focus on providing details for companies to
understand where they stand in relation to other companies. A sample of summary
sent to companies is available here.
•A
list of Singapore 1000 and SME 500 food companies is available here.
Page 35
Appendix A1. BRC’s Maturity Level
Level
Level 1
Key Area
Strategy and Leadership
Level 2
Level 3
Level 4
Level 5
1.
Strategic Alignment
– How are business
strategy and
innovation initiatives
related?
Strategy is not
yet formally
considered in
innovations
Managers are
aware that
innovations
should be aligned
with strategy
Focus on
incremental
innovations
that are aligned
with the current
strategy
Undertake
breakthrough
innovations
that are aligned
with the current
strategy
Pursue disruptive
innovations that
inform future
strategy
2.
Leadership
Support – How
much is innovation
incentivized?
There is no yet
any incentive
for employees
participating in
innovation
There is some
informal incentive
for employees
participating in
innovation
There is formal
incentive for
employees
participating in
innovation
There is public
recognition
for employees
participating in
innovation
Employees’
participation in
innovation is
tied to their job
performance
3.
Sensing of innovation
opportunities – How
do senior managers
learn about the latest
innovations?
Encountered
in news or
publications (e.g.,
magazines)
Approached by
vendors of food
technology
Actively Search
the Internet or
publications (e.g.
magazines)
Attend trade
shows/
conferences
Participate in
online innovation
platforms
4.
Innovation
Partnerships – To
what extent is there
joint innovation with
other organizations?
There is no
formal innovation
partnership yet
There is formal
membership
in industry
associations
(e.g., Restaurant
association
of Singapore,
Singapore Food
Manufacturer’s
Association)
There is
innovation
partnership
with business
advisors,
government
agencies, or
universities
There is supply
chain innovation
partnership
with vendors,
suppliers,
distributors,
marketing
service providers,
payment service
providers, or
consumers
There is
innovation
partnership
with unfamiliar
partners such
as non-profit
organizations
or competitors
(e.g., to address
sustainability
challenges)
5.
Training – How often There is no
are employees trained formal training
for new skills and
programme yet
knowledge?
Employees are
trained only
when necessary
to implement
changes
Employees are
trained once
every few years
Employees are
trained once a
year
Employees are
trained several
times a year
6.
Talent Management
– How much is
the organization
attracting and
retaining talents to
support innovation?
We have not yet
considered how
talents support
innovation.
We could not find
suitable talents
to support our
innovation.
We have been
able to recruit
talents to support
our innovation.
We have been
able to recruit
and retain talents
to support some
of our innovation
initiatives.
We have been
able to recruit
and retain talents
to support all of
our innovation
initiatives.
7.
Employee
Engagement – How
much are employees
at different levels
involved in the early
stages of innovation?
Employees
are invited to
participate in the
early stages of
innovation on an
as-needed basis
All C-level
managers
are invited to
participate in the
early stages of
innovation
All C-level and
senior managers
are invited to
participate
All managers
are invited to
participate
All employees,
including
operations staff
are invited to
participate
8.
Learning from
Failure – How much
are employees
encouraged to take
risks and learn from
failure?
Failure is to be
avoided as much
as possible
There is informal
learning from
failure
There is formal
learning from
failure
Employees are
encouraged to
pursue risky
innovations
Employees have
been allowed
to pursue some
risky innovations
People and Culture
Page 36
Level
Level 1
Level 2
Level 3
Level 4
Level 5
Innovation Process
9.
Ideation – To what
extent is there
a channel for
employees to suggest
ideas for innovation?
There are informal
channels for
employees to
suggest ideas for
innovation
Employees are
encouraged to
suggest ideas
during monthly
meetings
Employees are
encouraged to
suggest ideas
during weekly
meetings
Employees can
suggest ideas
anytime online
Employees can
suggest and
discuss each
other’s’ ideas
anytime online
There is no slack
resource for
innovation yet
There is no
formal process
for getting
resources
Only senior
managers have
the chance of
getting resources
for innovating
their work
All managers
have the chance
of getting
resources for
innovating their
work
All employees,
including
operations staff
have equal
chance of getting
resources for
innovating their
work
11. Innovation Outcome
There is no formal
– To what extent
process
is there a formal
process for assessing
innovation outcomes?
Innovation
outcomes are
assessed based
on subjective
opinion
Innovation
outcomes are
assessed with
qualitative data
Innovation
outcomes are to
be assessed with
qualitative and
quantitative data
Innovation
outcomes are to
be assessed with
qualitative and
quantitative data
from multiple
sources
12. Automation – How
much has automation
been considered?
Aware but not sure
where to begin
automation
At least one
process that can
be automated has
been identified
Some key
processes
that can be
automated have
been identified
All key processes
that can be
automated have
been identified
All processes
that can be
automated has
been identified
13. Data in decision
making – How much
is data analyzed to
guide decisions?
Data is not yet
analyzed to guide
decisions
Data is analyzed
to describe
the situation
(“what are the
patterns?”)
Data is analyzed
to diagnose
problems
(“what affects
performance?”)
Data is analyzed
to predict the
future (“what
is likely to
happen?”)
Data is analyzed
to prescribe
decisions (“how
should decisions
be made?”)
14. Emerging Technology
– How much is
emerging technology
(e.g., AI, AR,
blockchain) being
explored?
Aware but not sure
how emerging
technology is
useful for our
business
Learning about
the nature of
an emerging
technology
Discussing how
an emerging
technology can
be applied to our
business
Planning to pilot
test an emerging
technology
An emerging
technology has
been pilot tested.
15. Access to
knowledge/ solutions
– When a problem is
encountered, what
approach is used to
find the matching
knowledge/ solution?
Not actively finding Use an ad hoc
knowledge/
approach to
solution yet
find matching
knowledge/
solutions inside
the organization
Systematically
find matching
knowledge/
solutions inside
the organization
Use an ad hoc
approach to
find matching
knowledge/
solutions inside
and outside the
organization
Systematically
find matching
knowledge/
solutions inside
and outside the
organization
10. Innovation Resource
– To what extent
can employees get
resources (e.g.,
money and time) for
innovating their work?
Technology
Page 37
Level
Level 1
Level 2
Level 3
Level 4
Level 5
Food Production/Service
16. Customer Orientation
– Other than food
taste and quality,
how much are other
aspects of food
experience (e.g., visual,
social) considered in
innovation initiatives?
Other aspects of
food experience
are not yet
considered
Other aspects of
food experience
have been
informally
considered
The visual aspect
of food has been
formally part of
an innovation
initiative
The social
aspect has been
formally part of
an innovation
initiative
The total food
experience has
been formally
part of an
innovation
initiative
17. Food Hygiene/
Safety – What is the
innovation focus?
Food hygiene/
safety is not yet an
innovation focus
Innovate to
comply with
regulations
Innovate to
proactively
reduce risk (e.g.,
alerts, prompts,
nudges)
innovate to
develop safety
and hygiene
habits
Innovate to
nurture safety
and hygiene
ownership
18. Change Management
– – Has people
and processes
been reorganized
to improve food
production/service?
We have not
reorganized
people and
processes
We have
reorganized
within the past
ten years
We have
reorganized
within the past
five years
We have
reorganized
within the past
three years
We have
reorganized
within the past
two years
Operations (including inventory, logistics, delivery)
Page 38
19. Operations Innovation
- What is the innovation
focus in inventory/
logistics/ delivery?
Operations is not
yet an innovation
focus
Innovate to
reduce cost
Innovate to better
analyze current
demand and
supply
Innovate to better
forecast demand
and supply
Innovate to
optimize demand
and supply
20. Digitalization – How
much is operations
data digital?
Less than 10% of
key operations
data is digital
10% to 30% of
key operations
data is digital
31-50% of key
operations data is
digital
51-70% of key
operations data is
digital
All key operations
data is digital
21. Data collection –
How much is digital
data captured
immediately at the
source?
Less than 10% of
data is captured
immediately at the
source
10% to 30% of key
data is captured
immediately at
the source
31-50% of key
data is captured
immediately at
the source
51-70% of key
data is captured
immediately at
the source
All key data
is captured
immediately at
the source
Appendix A2. HRC’s Maturity Level
Level
Level 1
Level 2
Key Area
Level 3
Level 4
Level 5
Strategy and Leadership
1.
Strategic Alignment
– How are
business strategy
and innovation
initiatives related?
Strategy is not
yet formally
considered in
innovations
Managers are
aware that
innovations
should be aligned
with strategy
Focus on
incremental
innovations
that are aligned
with the current
strategy
Undertake
breakthrough
innovations
that are aligned
with the current
strategy
Pursue disruptive
innovations that
inform future
strategy
2.
Leadership
Support – How
much is innovation
incentivized?
There is no yet
any incentive
for employees
participating in
innovation
There is some
informal incentive
for employees
participating in
innovation
There is formal
incentive for
employees
participating in
innovation
There is public
recognition
for employees
participating in
innovation
Employees’
participation in
innovation is
tied to their job
performance
3.
Sensing of
innovation
opportunities –
How do senior
managers learn
about the latest
innovations?
Encountered
in news or
publications (e.g.,
magazines)
Approached by
vendors of food
technology
Actively Search
the Internet or
publications (e.g.
magazines)
Attend trade
shows/
conferences
Participate in
online innovation
platforms
4.
Innovation
Partnerships – To
what extent is there
joint innovation
with other
organizations?
There is no
formal innovation
partnership yet
There is formal
membership
in industry
associations
(e.g., Restaurant
association
of Singapore,
Singapore Food
Manufacturer’s
Association)
There is
innovation
partnership
with business
advisors,
government
agencies, or
universities
There is supply
chain innovation
partnership
with vendors,
suppliers,
distributors,
marketing
service providers,
payment service
providers, or
consumers
There is
innovation
partnership
with unfamiliar
partners such
as non-profit
organizations
or competitors
(e.g., to address
sustainability
challenges)
People and Culture
5.
Training –
How often are
employees trained
for new skills and
knowledge?
There is no
formal training
programme yet
Employees are
trained only
when necessary
to implement
changes
Employees are
trained once every
few years
Employees are
trained once a
year
Employees are
trained several
times a year
6.
Talent Management
– How much is
the organization
attracting and
retaining talents to
support innovation?
We have not yet
considered how
talents support
innovation.
We could not find
suitable talents
to support our
innovation.
We have been
able to recruit
talents to support
our innovation.
We have been
able to recruit and
retain talents to
support some of
our innovation
initiatives.
We have been
able to recruit
and retain talents
to support all of
our innovation
initiatives.
7.
Employee
Engagement –
How much are
employees at
different levels
involved in the
early stages of
innovation?
Employees
are invited to
participate in the
early stages of
innovation on an
as-needed basis
All C-level
managers
are invited to
participate in the
early stages of
innovation
All C-level and
senior managers
are invited to
participate
All managers
are invited to
participate
All employees,
including
operations staff
are invited to
participate
8.
Learning from
Failure – How much
are employees
encouraged to take
risks and learn from
failure?
Failure is to be
avoided as much
as possible
There is informal
learning from
failure
There is formal
learning from
failure
Employees are
encouraged to
pursue risky
innovations
Employees have
been allowed to
pursue some risky
innovations
Page 39
Level
Level 1
Level 2
Level 3
Level 4
Level 5
Innovation Process
9.
Ideation – To
what extent is
there a channel
for employees to
suggest ideas for
innovation?
There are informal
channels for
employees to
suggest ideas for
innovation
Employees are
encouraged to
suggest ideas
during monthly
meetings
Employees are
encouraged to
suggest ideas
during weekly
meetings
Employees can
suggest ideas
anytime online
Employees can
suggest and
discuss each
other’s’ ideas
anytime online
10. Innovation
Resource – To
what extent can
employees get
resources (e.g.,
money and time)
for innovating their
work?
There is no slack
resource for
innovation yet
There is no formal
process for
getting resources
Only senior
managers have
the chance of
getting resources
for innovating
their work
All managers have
the chance of
getting resources
for innovating
their work
All employees,
including
operations staff
have equal
chance of getting
resources for
innovating their
work
11. Innovation
Outcome – To what
extent is there a
formal process
for assessing
innovation
outcomes?
There is no formal
process
Innovation
outcomes are
assessed based
on subjective
opinion
Innovation
outcomes are
assessed with
qualitative data
Innovation
outcomes are to
be assessed with
qualitative and
quantitative data
Innovation
outcomes are to
be assessed with
qualitative and
quantitative data
from multiple
sources
12. Automation –
How much has
automation been
considered?
Aware but not sure
where to begin
automation
At least one
process that can
be automated has
been identified
Some key
processes that
can be automated
have been
identified
All key processes
that can be
automated have
been identified
All processes that
can be automated
has been
identified
13. Data in decision
making – How
much is data
analyzed to guide
decisions?
Data is not yet
analyzed to guide
decisions
Data is analyzed
to describe the
situation (“what
are the patterns?”)
Data is analyzed
to diagnose
problems
(“what affects
performance?”)
Data is analyzed
to predict the
future (“what is
likely to happen?”)
Data is analyzed
to prescribe
decisions (“how
should decisions
be made?”)
14. Emerging
Technology – How
much is emerging
technology (e.g.,
AI, AR, blockchain)
being explored?
Aware but not sure
how emerging
technology is
useful for our
business
Learning about
the nature of
an emerging
technology
Discussing how
an emerging
technology can
be applied to our
business
Planning to pilot
test an emerging
technology
An emerging
technology has
been pilot tested.
15. Access to
knowledge/
solutions – When
a problem is
encountered, what
approach is used to
find the matching
knowledge/
solution?
Not actively finding
knowledge/
solution yet
Use an ad hoc
approach to
find matching
knowledge/
solutions inside
the organization
Systematically
find matching
knowledge/
solutions inside
the organization
Use an ad hoc
approach to
find matching
knowledge/
solutions inside
and outside the
organization
Systematically
find matching
knowledge/
solutions inside
and outside the
organization
Technology
Page 40
Level
Level 1
Level 2
Level 3
Level 4
Level 5
Food Production/Service
16. Customer
Orientation – Other
than food taste and
quality, how much
are other aspects
of food experience
(e.g., visual,
social) considered
in innovation
initiatives?
Other aspects of
food experience
are not yet
considered
Other aspects of
food experience
have been
informally
considered
The visual aspect
of food has been
formally part of
an innovation
initiative
The social
aspect has been
formally part of
an innovation
initiative
The total food
experience has
been formally part
of an innovation
initiative
17. Food Hygiene/
Food hygiene/
Safety – What is the safety is not yet an
innovation focus?
innovation focus
Innovate to
comply with
regulations
Innovate to
proactively reduce
risk (e.g., alerts,
prompts, nudges)
innovate to
develop safety
and hygiene
habits
Innovate to
nurture safety
and hygiene
ownership
18. Change
Management
– – Has people
and processes
been reorganized
to improve food
production/service?
We have not
reorganized people
and processes
We have
We have
We have
We have
reorganized within reorganized within reorganized within reorganized within
the past ten years the past five years the past three
the past two years
years
19. Operations
Innovation - What
is the innovation
focus in inventory/
logistics/ delivery?
Operations is not
yet an innovation
focus
Innovate to
reduce cost
Innovate to better
analyze current
demand and
supply
Innovate to better
forecast demand
and supply
Innovate to
optimize demand
and supply
20. Digitalization
– How much is
operations data
digital?
Less than 10% of
key operations
data is digital
10% to 30% of key
operations data is
digital
31-50% of key
operations data is
digital
51-70% of key
operations data is
digital
All key operations
data is digital
21. Data collection –
How much is digital
data captured
immediately at the
source?
Less than 10% of
data is captured
immediately at the
source
10% to 30% of key
data is captured
immediately at
the source
31-50% of key
data is captured
immediately at
the source
51-70% of key
data is captured
immediately at
the source
All key data
is captured
immediately at
the source
Operations (including inventory, logistics, delivery)
Page 41
Appendix A3. LRC’s Maturity Level
Level
Level 1
Level 2
Key Area
Level 3
Level 4
Level 5
Strategy and Leadership
1.
Strategic
Alignment – How
are business
strategy and
innovation
initiatives
related?
Strategy is not yet
formally considered
in innovations
Managers are
aware that
innovations should
be aligned with
strategy
Focus on
incremental
innovations
that are aligned
with the current
strategy
Undertake
breakthrough
innovations
that are aligned
with the current
strategy
Pursue disruptive
innovations that
inform future
strategy
2.
Leadership
Support –
How much
is innovation
incentivized?
There is no yet
any incentive
for employees
participating in
innovation
There is some
informal incentive
for employees
participating in
innovation
There is formal
incentive for
employees
participating in
innovation
There is public
recognition
for employees
participating in
innovation
Employees’
participation in
innovation is
tied to their job
performance
3.
Sensing of
innovation
opportunities –
How do senior
managers learn
about the latest
innovations?
Encountered
in news or
publications (e.g.,
magazines)
Approached by
vendors of food
technology
Actively Search
the Internet or
publications (e.g.
magazines)
Attend trade
shows/
conferences
Participate in
online innovation
platforms
4.
Innovation
Partnerships –
To what extent
is there joint
innovation
with other
organizations?
There is no
formal innovation
partnership yet
There is formal
membership
in industry
associations
(e.g., Restaurant
association
of Singapore,
Singapore Food
Manufacturer’s
Association)
There is innovation
partnership with
business advisors,
government
agencies, or
universities
There is supply
chain innovation
partnership with
vendors, suppliers,
distributors,
marketing service
providers, payment
service providers,
or consumers
There is innovation
partnership
with unfamiliar
partners such
as non-profit
organizations
or competitors
(e.g., to address
sustainability
challenges)
5.
Training –
How often are
employees
trained for
new skills and
knowledge?
There is no formal
training programme
yet
Employees are
trained only
when necessary
to implement
changes
Employees are
trained once every
few years
Employees are
trained once a
year
Employees are
trained several
times a year
6.
Talent
Management
– How much is
the organization
attracting and
retaining talents
to support
innovation?
We have not yet
considered how
talents support
innovation.
We could not find
suitable talents
to support our
innovation.
We have been able
to recruit talents
to support our
innovation.
We have been
able to recruit and
retain talents to
support some of
our innovation
initiatives.
We have been
able to recruit
and retain talents
to support all of
our innovation
initiatives.
7.
Employee
Engagement –
How much are
employees at
different levels
involved in the
early stages of
innovation?
Employees
are invited to
participate in the
early stages of
innovation on an
as-needed basis
All C-level
managers
are invited to
participate in the
early stages of
innovation
All C-level and
senior managers
are invited to
participate
All managers
are invited to
participate
All employees,
including
operations staff
are invited to
participate
8.
Learning from
Failure – How
much are
employees
encouraged
to take risks
and learn from
failure?
Failure is to be
There is informal
avoided as much as learning from
possible
failure
There is formal
learning from
failure
Employees are
encouraged to
pursue risky
innovations
Employees have
been allowed to
pursue some risky
innovations
People and Culture
Page 42
Level
Level 1
Level 2
Level 3
Level 4
Level 5
Employees can
suggest ideas
anytime online
Employees can
suggest and
discuss each
other’s’ ideas
anytime online
Innovation Process
9.
Ideation – To
what extent is
there a channel
for employees to
suggest ideas for
innovation?
There are informal
channels for
employees to
suggest ideas for
innovation
Employees are
encouraged to
suggest ideas
during monthly
meetings
Employees are
encouraged to
suggest ideas
during weekly
meetings
10. Innovation
Resource – To
what extent can
employees get
resources (e.g.,
money and time)
for innovating
their work?
There is no slack
resource for
innovation yet
There is no formal Only senior
process for getting managers have
resources
the chance of
getting resources
for innovating their
work
All managers have
the chance of
getting resources
for innovating their
work
All employees,
including
operations staff
have equal
chance of getting
resources for
innovating their
work
11. Innovation
Outcome – To
what extent is
there a formal
process for
assessing
innovation
outcomes?
There is no formal
process
Innovation
outcomes are
assessed based
on subjective
opinion
Innovation
outcomes are
assessed with
qualitative data
Innovation
outcomes are to
be assessed with
qualitative and
quantitative data
Innovation
outcomes are to
be assessed with
qualitative and
quantitative data
from multiple
sources
12. Automation –
How much has
automation been
considered?
Aware but not sure
where to begin
automation
At least one
process that can
be automated has
been identified
Some key
processes that
can be automated
have been
identified
All key processes
that can be
automated have
been identified
All processes that
can be automated
has been identified
13. Data in decision
making – How
much is data
analyzed to guide
decisions?
Data is not yet
analyzed to guide
decisions
Data is analyzed
to describe the
situation (“what
are the patterns?”)
Data is analyzed
to diagnose
problems
(“what affects
performance?”)
Data is analyzed to
predict the future
(“what is likely to
happen?”)
Data is analyzed
to prescribe
decisions (“how
should decisions
be made?”)
14. Emerging
Technology
– How much
is emerging
technology
(e.g., AI, AR,
blockchain) being
explored?
Aware but not sure
how emerging
technology is
useful for our
business
Learning about
the nature of
an emerging
technology
Discussing how
an emerging
technology can
be applied to our
business
Planning to pilot
test an emerging
technology
An emerging
technology has
been pilot tested.
15. Access to
knowledge/
solutions – When
a problem is
encountered,
what approach
is used to find
the matching
knowledge/
solution?
Not actively finding
knowledge/
solution yet
Use an ad hoc
approach to
find matching
knowledge/
solutions inside
the organization
Systematically
find matching
knowledge/
solutions inside
the organization
Use an ad hoc
approach to
find matching
knowledge/
solutions inside
and outside the
organization
Systematically
find matching
knowledge/
solutions inside
and outside the
organization
Technology
Page 43
Level
Level 1
Level 2
Level 3
Level 4
Level 5
Food Production/Service
16. Customer
Orientation
– Other than
food taste and
quality, how
much are other
aspects of food
experience (e.g.,
visual, social)
considered
in innovation
initiatives?
Other aspects of
food experience are
not yet considered
Other aspects of
food experience
have been
informally
considered
The visual aspect
of food has been
formally part of
an innovation
initiative
The social
aspect has been
formally part of
an innovation
initiative
The total food
experience has
been formally part
of an innovation
initiative
17. Food Hygiene/
Safety – What is
the innovation
focus?
Food hygiene/
safety is not yet an
innovation focus
Innovate to
comply with
regulations
Innovate to
proactively reduce
risk (e.g., alerts,
prompts, nudges)
innovate to
develop safety and
hygiene habits
Innovate to nurture
safety and hygiene
ownership
18. Change
Management
– – Has people
and processes
been reorganized
to improve food
production/
service?
We have not
reorganized people
and processes
We have
reorganized within
the past ten years
We have
reorganized within
the past five years
We have
reorganized within
the past three
years
We have
reorganized within
the past two years
19. Operations
Innovation What is the
innovation focus
in inventory/
logistics/
delivery?
Operations is not
yet an innovation
focus
Innovate to reduce
cost
Innovate to better
analyze current
demand and
supply
Innovate to better
forecast demand
and supply
Innovate to
optimize demand
and supply
20. Digitalization
– How much is
operations data
digital?
Less than 10% of
key operations data
is digital
10% to 30% of key
operations data is
digital
31-50% of key
operations data is
digital
51-70% of key
operations data is
digital
All key operations
data is digital
21. Data collection
– How much
is digital data
captured
immediately at
the source?
Less than 10% of
data is captured
immediately at the
source
10% to 30% of key
data is captured
immediately at the
source
31-50% of key
data is captured
immediately at the
source
51-70% of key
data is captured
immediately at the
source
All key data
is captured
immediately at the
source
Operations (including inventory, logistics, delivery)
Page 44
Appendix A4. SRC’s Maturity Level
Level
Level 1
Key Area
Strategy and Leadership
Level 2
Level 3
Level 4
Level 5
1.
Strategic
Alignment – How
are business
strategy and
innovation
initiatives related?
Strategy is not yet
formally considered
in innovations
Managers are
aware that
innovations should
be aligned with
strategy
Focus on
incremental
innovations
that are aligned
with the current
strategy
Undertake
breakthrough
innovations
that are aligned
with the current
strategy
Pursue disruptive
innovations that
inform future
strategy
2.
Leadership
Support – How
much is innovation
incentivized?
There is no yet
any incentive
for employees
participating in
innovation
There is some
informal incentive
for employees
participating in
innovation
There is formal
incentive for
employees
participating in
innovation
There is public
recognition
for employees
participating in
innovation
Employees’
participation in
innovation is
tied to their job
performance
3.
Sensing of
innovation
opportunities –
How do senior
managers learn
about the latest
innovations?
Encountered
in news or
publications (e.g.,
magazines)
Approached by
vendors of food
technology
Actively Search
the Internet or
publications
(e.g. magazines)
Attend trade
shows/
conferences
Participate in
online innovation
platforms
4.
Innovation
There is no
Partnerships – To
formal innovation
what extent is there partnership yet
joint innovation
with other
organizations?
There is formal
membership
in industry
associations
(e.g., Restaurant
association
of Singapore,
Singapore Food
Manufacturer’s
Association)
There is
innovation
partnership
with business
advisors,
government
agencies, or
universities
There is supply
chain innovation
partnership with
vendors, suppliers,
distributors,
marketing
service providers,
payment service
providers, or
consumers
There is innovation
partnership
with unfamiliar
partners such
as non-profit
organizations
or competitors
(e.g., to address
sustainability
challenges)
5.
Training –
How often are
employees trained
for new skills and
knowledge?
There is no formal
training programme
yet
Employees are
trained only
when necessary
to implement
changes
Employees are
trained once
every few years
Employees are
trained once a
year
Employees are
trained several
times a year
6.
Talent
Management
– How much is
the organization
attracting and
retaining talents
to support
innovation?
We have not yet
considered how
talents support
innovation.
We could not find
suitable talents
to support our
innovation.
We have been
able to recruit
talents to
support our
innovation.
We have been
able to recruit and
retain talents to
support some of
our innovation
initiatives.
We have been
able to recruit
and retain talents
to support all of
our innovation
initiatives.
7.
Employee
Engagement –
How much are
employees at
different levels
involved in the
early stages of
innovation?
Employees
are invited to
participate in the
early stages of
innovation on an
as-needed basis
All C-level
managers
are invited to
participate in the
early stages of
innovation
All C-level and
senior managers
are invited to
participate
All managers
are invited to
participate
All employees,
including
operations staff
are invited to
participate
8.
Learning from
Failure – How much
are employees
encouraged to take
risks and learn from
failure?
Failure is to be
avoided as much as
possible
There is informal
learning from
failure
There is formal
learning from
failure
Employees are
encouraged to
pursue risky
innovations
Employees have
been allowed to
pursue some risky
innovations
People and Culture
Page 45
Level
Level 1
Level 2
Level 3
Level 4
Level 5
Employees can
suggest ideas
anytime online
Employees can
suggest and
discuss each
other’s’ ideas
anytime online
Innovation Process
9.
Ideation – To
what extent is
there a channel
for employees to
suggest ideas for
innovation?
There are informal
channels for
employees to
suggest ideas for
innovation
Employees are
encouraged to
suggest ideas
during monthly
meetings
There is no slack
resource for
innovation yet
There is no formal Only senior
process for getting managers have
resources
the chance
of getting
resources for
innovating their
work
All managers have
the chance of
getting resources
for innovating their
work
All employees,
including
operations staff
have equal
chance of getting
resources for
innovating their
work
11. Innovation
There is no formal
Outcome – To
process
what extent is there
a formal process
for assessing
innovation
outcomes?
Innovation
outcomes are
assessed based
on subjective
opinion
Innovation
outcomes are
assessed with
qualitative data
Innovation
outcomes are to
be assessed with
qualitative and
quantitative data
Innovation
outcomes are to
be assessed with
qualitative and
quantitative data
from multiple
sources
12. Automation –
How much has
automation been
considered?
Aware but not sure
where to begin
automation
At least one
process that can
be automated has
been identified
Some key
processes
that can be
automated have
been identified
All key processes
that can be
automated have
been identified
All processes that
can be automated
has been identified
13. Data in decision
making – How
much is data
analyzed to guide
decisions?
Data is not yet
analyzed to guide
decisions
Data is analyzed
to describe the
situation (“what
are the patterns?”)
Data is analyzed
to diagnose
problems
(“what affects
performance?”)
Data is analyzed to
predict the future
(“what is likely to
happen?”)
Data is analyzed
to prescribe
decisions (“how
should decisions
be made?”)
14. Emerging
Technology – How
much is emerging
technology (e.g.,
AI, AR, blockchain)
being explored?
Aware but not sure
how emerging
technology is useful
for our business
Learning about
the nature of
an emerging
technology
Discussing how
an emerging
technology can
be applied to our
business
Planning to pilot
test an emerging
technology
An emerging
technology has
been pilot tested.
15. Access to
knowledge/
solutions – When
a problem is
encountered, what
approach is used to
find the matching
knowledge/
solution?
Not actively finding
knowledge/
solution yet
Use an ad hoc
approach to
find matching
knowledge/
solutions inside
the organization
Systematically
find matching
knowledge/
solutions inside
the organization
Use an ad hoc
approach to
find matching
knowledge/
solutions inside
and outside the
organization
Systematically
find matching
knowledge/
solutions inside
and outside the
organization
10. Innovation
Resource – To
what extent can
employees get
resources (e.g.,
money and time)
for innovating their
work?
Employees are
encouraged to
suggest ideas
during weekly
meetings
Technology
Page 46
Level
Level 1
Level 2
Level 3
Level 4
Level 5
Food Production/Service
16. Customer
Orientation – Other
than food taste and
quality, how much
are other aspects
of food experience
(e.g., visual,
social) considered
in innovation
initiatives?
Other aspects of
food experience are
not yet considered
Other aspects of
food experience
have been
informally
considered
The visual
aspect of
food has been
formally part of
an innovation
initiative
The social
aspect has been
formally part of
an innovation
initiative
The total food
experience has
been formally part
of an innovation
initiative
17. Food Hygiene/
Safety – What is
the innovation
focus?
Food hygiene/
safety is not yet an
innovation focus
Innovate to
comply with
regulations
Innovate to
proactively
reduce risk (e.g.,
alerts, prompts,
nudges)
innovate to
develop safety and
hygiene habits
Innovate to nurture
safety and hygiene
ownership
18. Change
Management
– – Has people
and processes
been reorganized
to improve food
production/
service?
We have not
reorganized people
and processes
We have
reorganized within
the past ten years
We have
reorganized
within the past
five years
We have
reorganized within
the past three
years
We have
reorganized within
the past two years
Operations (including inventory, logistics, delivery)
19. Operations
Innovation - What
is the innovation
focus in inventory/
logistics/ delivery?
Operations is not
yet an innovation
focus
Innovate to reduce
cost
Innovate to
better analyze
current demand
and supply
Innovate to better
forecast demand
and supply
Innovate to
optimize demand
and supply
20. Digitalization
– How much is
operations data
digital?
Less than 10% of
key operations data
is digital
10% to 30% of key
operations data is
digital
31-50% of key
operations data
is digital
51-70% of key
operations data is
digital
All key operations
data is digital
21. Data collection
– How much
is digital data
captured
immediately at the
source?
Less than 10% of
data is captured
immediately at the
source
10% to 30% of key
data is captured
immediately at the
source
31-50% of key
data is captured
immediately at
the source
51-70% of key
data is captured
immediately at the
source
All key data
is captured
immediately at the
source
Page 47
Appendix A5. CCS’s Maturity Level
Level
Level 1
Level 2
Key Area
Level 3
Level 4
Level 5
Strategy and Leadership
1.
Strategic Alignment Strategy is not yet
– How are
formally considered
business strategy
in innovations
and innovation
initiatives related?
Managers are
aware that
innovations should
be aligned with
strategy
Focus on
incremental
innovations
that are aligned
with the current
strategy
Undertake
breakthrough
innovations
that are aligned
with the current
strategy
Pursue disruptive
innovations that
inform future
strategy
2.
Leadership
Support – How
much is innovation
incentivized?
There is no yet
any incentive
for employees
participating in
innovation
There is some
informal incentive
for employees
participating in
innovation
There is formal
incentive for
employees
participating in
innovation
There is public
recognition
for employees
participating in
innovation
Employees’
participation in
innovation is
tied to their job
performance
3.
Sensing of
innovation
opportunities –
How do senior
managers learn
about the latest
innovations?
Encountered
in news or
publications (e.g.,
magazines)
Approached by
vendors of food
technology
Actively Search
the Internet or
publications (e.g.
magazines)
Attend trade
shows/
conferences
Participate in
online innovation
platforms
4.
Innovation
Partnerships –
To what extent
is there joint
innovation
with other
organizations?
There is no
formal innovation
partnership yet
There is formal
membership
in industry
associations
(e.g., Restaurant
association
of Singapore,
Singapore Food
Manufacturer’s
Association)
There is
innovation
partnership
with business
advisors,
government
agencies, or
universities
There is supply
chain innovation
partnership with
vendors, suppliers,
distributors,
marketing
service providers,
payment service
providers, or
consumers
There is innovation
partnership
with unfamiliar
partners such
as non-profit
organizations
or competitors
(e.g., to address
sustainability
challenges)
5.
Training –
How often are
employees trained
for new skills and
knowledge?
There is no formal
training programme
yet
Employees are
trained only
when necessary
to implement
changes
Employees are
trained once
every few years
Employees are
trained once a
year
Employees are
trained several
times a year
6.
Talent Management
– How much is
the organization
attracting and
retaining talents to
support innovation?
We have not yet
considered how
talents support
innovation.
We could not find
suitable talents
to support our
innovation.
We have been
able to recruit
talents to support
our innovation.
We have been
able to recruit and
retain talents to
support some of
our innovation
initiatives.
We have been
able to recruit
and retain talents
to support all of
our innovation
initiatives.
7.
Employee
Engagement –
How much are
employees at
different levels
involved in the
early stages of
innovation?
Employees
are invited to
participate in the
early stages of
innovation on an
as-needed basis
All C-level
managers
are invited to
participate in the
early stages of
innovation
All C-level and
senior managers
are invited to
participate
All managers
are invited to
participate
All employees,
including
operations staff
are invited to
participate
8.
Learning from
Failure – How
much are
employees
encouraged to take
risks and learn
from failure?
Failure is to be
avoided as much as
possible
There is informal
learning from
failure
There is formal
learning from
failure
Employees are
encouraged to
pursue risky
innovations
Employees have
been allowed to
pursue some risky
innovations
People and Culture
Page 48
Level
Level 1
Level 2
Level 3
Level 4
Level 5
Employees can
suggest ideas
anytime online
Employees can
suggest and
discuss each
other’s’ ideas
anytime online
Innovation Process
9.
Ideation – To
what extent is
there a channel
for employees to
suggest ideas for
innovation?
There are informal
channels for
employees to
suggest ideas for
innovation
Employees are
encouraged to
suggest ideas
during monthly
meetings
Employees are
encouraged to
suggest ideas
during weekly
meetings
10. Innovation
Resource – To
what extent can
employees get
resources (e.g.,
money and time)
for innovating their
work?
There is no slack
resource for
innovation yet
There is no formal Only senior
process for getting managers have
resources
the chance of
getting resources
for innovating
their work
All managers have
the chance of
getting resources
for innovating their
work
All employees,
including
operations staff
have equal
chance of getting
resources for
innovating their
work
11. Innovation
Outcome – To
what extent is
there a formal
process for
assessing
innovation
outcomes?
There is no formal
process
Innovation
outcomes are
assessed based
on subjective
opinion
Innovation
outcomes are to
be assessed with
qualitative and
quantitative data
Innovation
outcomes are to
be assessed with
qualitative and
quantitative data
from multiple
sources
Innovation
outcomes are
assessed with
qualitative data
Technology
12. Automation –
How much has
automation been
considered?
Aware but not sure
where to begin
automation
At least one
process that can
be automated has
been identified
Some key
processes
that can be
automated have
been identified
All key processes
that can be
automated have
been identified
All processes that
can be automated
has been identified
13. Data in decision
making – How
much is data
analyzed to guide
decisions?
Data is not yet
analyzed to guide
decisions
Data is analyzed
to describe the
situation (“what
are the patterns?”)
Data is analyzed
to diagnose
problems
(“what affects
performance?”)
Data is analyzed to
predict the future
(“what is likely to
happen?”)
Data is analyzed
to prescribe
decisions (“how
should decisions
be made?”)
14. Emerging
Technology – How
much is emerging
technology (e.g.,
AI, AR, blockchain)
being explored?
Aware but not sure
how emerging
technology is useful
for our business
Learning about
the nature of
an emerging
technology
Discussing how
an emerging
technology can
be applied to our
business
Planning to pilot
test an emerging
technology
An emerging
technology has
been pilot tested.
15. Access to
knowledge/
solutions – When
a problem is
encountered,
what approach
is used to find
the matching
knowledge/
solution?
Not actively finding
knowledge/
solution yet
Use an ad hoc
approach to
find matching
knowledge/
solutions inside
the organization
Systematically
find matching
knowledge/
solutions inside
the organization
Use an ad hoc
approach to
find matching
knowledge/
solutions inside
and outside the
organization
Systematically
find matching
knowledge/
solutions inside
and outside the
organization
Page 49
Level
Level 1
Level 2
Level 3
Level 4
Level 5
Food Production/Service
16. Customer
Orientation – Other
than food taste
and quality, how
much are other
aspects of food
experience (e.g.,
visual, social)
considered
in innovation
initiatives?
Other aspects of
food experience are
not yet considered
Other aspects of
food experience
have been
informally
considered
The visual aspect
of food has been
formally part of
an innovation
initiative
The social
aspect has been
formally part of
an innovation
initiative
The total food
experience has
been formally part
of an innovation
initiative
17. Food Hygiene/
Safety – What is
the innovation
focus?
Food hygiene/
safety is not yet an
innovation focus
Innovate to
comply with
regulations
Innovate to
proactively
reduce risk (e.g.,
alerts, prompts,
nudges)
innovate to
develop safety and
hygiene habits
Innovate to nurture
safety and hygiene
ownership
18. Change
Management
– – Has people
and processes
been reorganized
to improve food
production/
service?
We have not
reorganized people
and processes
We have
reorganized within
the past ten years
We have
reorganized
within the past
five years
We have
reorganized within
the past three
years
We have
reorganized within
the past two years
Operations (including inventory, logistics, delivery)
Page 50
19. Operations
Innovation - What
is the innovation
focus in inventory/
logistics/ delivery?
Operations is not
yet an innovation
focus
Innovate to reduce
cost
Innovate to better
analyze current
demand and
supply
Innovate to better
forecast demand
and supply
Innovate to
optimize demand
and supply
20. Digitalization
– How much is
operations data
digital?
Less than 10% of
key operations data
is digital
10% to 30% of key
operations data is
digital
31-50% of key
operations data
is digital
51-70% of key
operations data is
digital
All key operations
data is digital
21. Data collection
– How much
is digital data
captured
immediately at the
source?
Less than 10% of
data is captured
immediately at the
source
10% to 30% of key
data is captured
immediately at the
source
31-50% of key
data is captured
immediately at
the source
51-70% of key
data is captured
immediately at the
source
All key data
is captured
immediately at the
source
Appendix A6. SCS’s Maturity Level
Level
Level 1
Level 2
Key Area
Level 3
Level 4
Level 5
Strategy and Leadership
1.
Strategic Alignment
– How are business
strategy and
innovation initiatives
related?
Strategy is not
yet formally
considered in
innovations
Managers are
aware that
innovations
should be aligned
with strategy
Focus on
incremental
innovations
that are aligned
with the current
strategy
Undertake
breakthrough
innovations
that are aligned
with the current
strategy
Pursue disruptive
innovations that
inform future
strategy
2.
Leadership
Support – How
much is innovation
incentivized?
There is no yet
any incentive
for employees
participating in
innovation
There is some
informal incentive
for employees
participating in
innovation
There is formal
incentive for
employees
participating in
innovation
There is public
recognition
for employees
participating in
innovation
Employees’
participation in
innovation is
tied to their job
performance
3.
Sensing of
innovation
opportunities – How
do senior managers
learn about the latest
innovations?
Encountered
in news or
publications (e.g.,
magazines)
Approached by
vendors of food
technology
Actively Search
the Internet or
publications (e.g.
magazines)
Attend trade
shows/
conferences
Participate in
online innovation
platforms
4.
Innovation
Partnerships – To
what extent is there
joint innovation with
other organizations?
There is no
formal innovation
partnership yet
There is formal
membership
in industry
associations
(e.g., Restaurant
association
of Singapore,
Singapore Food
Manufacturer’s
Association)
There is
innovation
partnership with
business advisors,
government
agencies, or
universities
There is supply
chain innovation
partnership with
vendors, suppliers,
distributors,
marketing
service providers,
payment service
providers, or
consumers
There is
innovation
partnership
with unfamiliar
partners such
as non-profit
organizations
or competitors
(e.g., to address
sustainability
challenges)
5.
Training – How
often are employees
trained for new skills
and knowledge?
There is no
formal training
programme yet
Employees are
trained only
when necessary
to implement
changes
Employees are
trained once every
few years
Employees are
trained once a
year
Employees are
trained several
times a year
6.
Talent Management
– How much is
the organization
attracting and
retaining talents to
support innovation?
We have not yet
considered how
talents support
innovation.
We could not find
suitable talents
to support our
innovation.
We have been
able to recruit
talents to support
our innovation.
We have been
able to recruit and
retain talents to
support some of
our innovation
initiatives.
We have been
able to recruit
and retain talents
to support all of
our innovation
initiatives.
7.
Employee
Engagement – How
much are employees
at different levels
involved in the
early stages of
innovation?
Employees
are invited to
participate in the
early stages of
innovation on an
as-needed basis
All C-level
managers
are invited to
participate in the
early stages of
innovation
All C-level and
senior managers
are invited to
participate
All managers
are invited to
participate
All employees,
including
operations staff
are invited to
participate
8.
Learning from
Failure – How much
are employees
encouraged to take
risks and learn from
failure?
Failure is to be
avoided as much
as possible
There is informal
learning from
failure
There is formal
learning from
failure
Employees are
encouraged to
pursue risky
innovations
Employees have
been allowed to
pursue some risky
innovations
People and Culture
Page 51
Level
Level 1
Level 2
Level 3
Level 4
Level 5
Innovation Process
There are
informal
channels for
employees to
suggest ideas for
innovation
Employees are
encouraged to
suggest ideas
during monthly
meetings
Employees are
encouraged to
suggest ideas
during weekly
meetings
Employees can
suggest ideas
anytime online
Employees can
suggest and
discuss each
other’s’ ideas
anytime online
10. Innovation Resource
– To what extent
can employees get
resources (e.g.,
money and time)
for innovating their
work?
There is no slack
resource for
innovation yet
There is no formal
process for
getting resources
Only senior
managers have
the chance of
getting resources
for innovating
their work
All managers have
the chance of
getting resources
for innovating
their work
All employees,
including
operations staff
have equal
chance of getting
resources for
innovating their
work
11. Innovation Outcome
– To what extent
is there a formal
process for
assessing innovation
outcomes?
There is no
formal process
Innovation
outcomes are
assessed based
on subjective
opinion
Innovation
outcomes are
assessed with
qualitative data
Innovation
outcomes are to
be assessed with
qualitative and
quantitative data
Innovation
outcomes are to
be assessed with
qualitative and
quantitative data
from multiple
sources
12. Automation –
How much has
automation been
considered?
Aware but not
sure where to
begin automation
At least one
process that can
be automated has
been identified
Some key
processes that
can be automated
have been
identified
All key processes
that can be
automated have
been identified
All processes that
can be automated
has been
identified
13. Data in decision
making – How much
is data analyzed to
guide decisions?
Data is not yet
analyzed to guide
decisions
Data is analyzed
to describe the
situation (“what
are the patterns?”)
Data is analyzed
to diagnose
problems
(“what affects
performance?”)
Data is analyzed
to predict the
future (“what is
likely to happen?”)
Data is analyzed
to prescribe
decisions (“how
should decisions
be made?”)
14. Emerging
Technology – How
much is emerging
technology (e.g.,
AI, AR, blockchain)
being explored?
Aware but
not sure how
emerging
technology is
useful for our
business
Learning about
the nature of
an emerging
technology
Discussing how
an emerging
technology can
be applied to our
business
Planning to pilot
test an emerging
technology
An emerging
technology has
been pilot tested.
15. Access to
knowledge/
solutions – When
a problem is
encountered, what
approach is used to
find the matching
knowledge/
solution?
Not actively
finding
knowledge/
solution yet
Use an ad hoc
approach to
find matching
knowledge/
solutions inside
the organization
Systematically
find matching
knowledge/
solutions inside
the organization
Use an ad hoc
approach to
find matching
knowledge/
solutions inside
and outside the
organization
Systematically
find matching
knowledge/
solutions inside
and outside the
organization
9.
Ideation – To
what extent is
there a channel
for employees to
suggest ideas for
innovation?
Technology
Page 52
Level
Level 1
Level 2
Level 3
Level 4
Level 5
Food Production/Service
16. Customer
Orientation – Other
than food taste and
quality, how much
are other aspects
of food experience
(e.g., visual,
social) considered
in innovation
initiatives?
Other aspects of
food experience
are not yet
considered
Other aspects of
food experience
have been
informally
considered
The visual aspect
of food has been
formally part of
an innovation
initiative
The social
aspect has been
formally part of
an innovation
initiative
The total food
experience has
been formally part
of an innovation
initiative
17. Food Hygiene/
Safety – What is the
innovation focus?
Food hygiene/
safety is not yet
an innovation
focus
Innovate to
comply with
regulations
Innovate to
proactively reduce
risk (e.g., alerts,
prompts, nudges)
innovate to
develop safety
and hygiene
habits
Innovate to
nurture safety
and hygiene
ownership
18. Change
Management
– – Has people
and processes
been reorganized
to improve food
production/service?
We have not
reorganized
people and
processes
We have
reorganized within
the past ten years
We have
reorganized within
the past five years
We have
reorganized within
the past three
years
We have
reorganized within
the past two years
19. Operations
Innovation - What
is the innovation
focus in inventory/
logistics/ delivery?
Operations is not
yet an innovation
focus
Innovate to reduce
cost
Innovate to better
analyze current
demand and
supply
Innovate to better
forecast demand
and supply
Innovate to
optimize demand
and supply
20. Digitalization – How
much is operations
data digital?
Less than 10% of
key operations
data is digital
10% to 30% of key
operations data is
digital
31-50% of key
operations data is
digital
51-70% of key
operations data is
digital
All key operations
data is digital
21. Data collection –
How much is digital
data captured
immediately at the
source?
Less than 10% of
data is captured
immediately at
the source
10% to 30% of key
data is captured
immediately at the
source
31-50% of key
data is captured
immediately at the
source
51-70% of key
data is captured
immediately at the
source
All key data
is captured
immediately at the
source
Operations (including inventory, logistics, delivery)
Page 53
Appendix A7. TCS’s Maturity Level
Level
Level 1
Level 2
Key Area
Level 3
Level 4
Level 5
Strategy and Leadership
1.
Strategic
Alignment – How
are business
strategy and
innovation
initiatives related?
Strategy is not
yet formally
considered in
innovations
Managers are
aware that
innovations should
be aligned with
strategy
Focus on
incremental
innovations
that are aligned
with the current
strategy
Undertake
breakthrough
innovations
that are aligned
with the current
strategy
Pursue disruptive
innovations that
inform future
strategy
2.
Leadership
Support – How
much is innovation
incentivized?
There is no yet
any incentive
for employees
participating in
innovation
There is some
informal incentive
for employees
participating in
innovation
There is formal
incentive for
employees
participating in
innovation
There is public
recognition
for employees
participating in
innovation
Employees’
participation in
innovation is
tied to their job
performance
3.
Sensing of
innovation
opportunities –
How do senior
managers learn
about the latest
innovations?
Encountered
in news or
publications (e.g.,
magazines)
Approached by
vendors of food
technology
Actively Search
the Internet or
publications (e.g.
magazines)
Attend trade
shows/
conferences
Participate in
online innovation
platforms
4.
Innovation
Partnerships –
To what extent
is there joint
innovation
with other
organizations?
There is no
formal innovation
partnership yet
There is formal
membership
in industry
associations
(e.g., Restaurant
association
of Singapore,
Singapore Food
Manufacturer’s
Association)
There is innovation
partnership with
business advisors,
government
agencies, or
universities
There is supply
chain innovation
partnership with
vendors, suppliers,
distributors,
marketing service
providers, payment
service providers,
or consumers
There is innovation
partnership
with unfamiliar
partners such
as non-profit
organizations
or competitors
(e.g., to address
sustainability
challenges)
5.
Training –
How often are
employees trained
for new skills and
knowledge?
There is no
formal training
programme yet
Employees are
trained only
when necessary
to implement
changes
Employees are
trained once every
few years
Employees are
trained once a
year
Employees are
trained several
times a year
6.
Talent
Management
– How much is
the organization
attracting and
retaining talents
to support
innovation?
We have not yet
considered how
talents support
innovation.
We could not find
suitable talents
to support our
innovation.
We have been able
to recruit talents
to support our
innovation.
We have been
able to recruit and
retain talents to
support some of
our innovation
initiatives.
We have been
able to recruit
and retain talents
to support all of
our innovation
initiatives.
7.
Employee
Engagement –
How much are
employees at
different levels
involved in the
early stages of
innovation?
Employees
are invited to
participate in the
early stages of
innovation on an
as-needed basis
All C-level
managers
are invited to
participate in the
early stages of
innovation
All C-level and
senior managers
are invited to
participate
All managers
are invited to
participate
All employees,
including
operations staff
are invited to
participate
8.
Learning from
Failure – How much
are employees
encouraged to take
risks and learn from
failure?
Failure is to be
avoided as much
as possible
There is informal
learning from
failure
There is formal
learning from
failure
Employees are
encouraged to
pursue risky
innovations
Employees have
been allowed to
pursue some risky
innovations
People and Culture
Page 54
Level
Level 1
Level 2
Level 3
Level 4
Level 5
Employees can
suggest ideas
anytime online
Employees can
suggest and
discuss each
other’s’ ideas
anytime online
Innovation Process
There are
informal channels
for employees to
suggest ideas for
innovation
Employees are
encouraged to
suggest ideas
during monthly
meetings
10. Innovation
Resource – To
what extent can
employees get
resources (e.g.,
money and time)
for innovating their
work?
There is no slack
resource for
innovation yet
There is no formal Only senior
process for getting managers have
resources
the chance of
getting resources
for innovating their
work
All managers have
the chance of
getting resources
for innovating their
work
All employees,
including
operations staff
have equal
chance of getting
resources for
innovating their
work
11. Innovation
Outcome – To
what extent is
there a formal
process for
assessing
innovation
outcomes?
There is no
formal process
Innovation
outcomes are
assessed based
on subjective
opinion
Innovation
outcomes are to
be assessed with
qualitative and
quantitative data
Innovation
outcomes are to
be assessed with
qualitative and
quantitative data
from multiple
sources
9.
Ideation – To
what extent is
there a channel
for employees to
suggest ideas for
innovation?
Employees are
encouraged to
suggest ideas
during weekly
meetings
Innovation
outcomes are
assessed with
qualitative data
Technology
12. Automation –
How much has
automation been
considered?
Aware but not
sure where to
begin automation
At least one
process that can
be automated has
been identified
Some key
processes that
can be automated
have been
identified
All key processes
that can be
automated have
been identified
All processes that
can be automated
has been identified
13. Data in decision
making – How
much is data
analyzed to guide
decisions?
Data is not yet
analyzed to guide
decisions
Data is analyzed
to describe the
situation (“what
are the patterns?”)
Data is analyzed
to diagnose
problems
(“what affects
performance?”)
Data is analyzed to
predict the future
(“what is likely to
happen?”)
Data is analyzed
to prescribe
decisions (“how
should decisions
be made?”)
14. Emerging
Technology – How
much is emerging
technology (e.g.,
AI, AR, blockchain)
being explored?
Aware but
not sure how
emerging
technology is
useful for our
business
Learning about
the nature of
an emerging
technology
Discussing how
an emerging
technology can
be applied to our
business
Planning to pilot
test an emerging
technology
An emerging
technology has
been pilot tested.
15. Access to
knowledge/
solutions – When
a problem is
encountered,
what approach
is used to find
the matching
knowledge/
solution?
Not actively
finding
knowledge/
solution yet
Use an ad hoc
approach to
find matching
knowledge/
solutions inside
the organization
Systematically
find matching
knowledge/
solutions inside
the organization
Use an ad hoc
approach to
find matching
knowledge/
solutions inside
and outside the
organization
Systematically
find matching
knowledge/
solutions inside
and outside the
organization
Page 55
Level
Level 1
Level 2
Level 3
Level 4
Level 5
Food Production/Service
16. Customer
Orientation – Other
than food taste
and quality, how
much are other
aspects of food
experience (e.g.,
visual, social)
considered
in innovation
initiatives?
Other aspects of
food experience
are not yet
considered
Other aspects of
food experience
have been
informally
considered
The visual aspect
of food has been
formally part of
an innovation
initiative
The social
aspect has been
formally part of
an innovation
initiative
The total food
experience has
been formally part
of an innovation
initiative
17. Food Hygiene/
Safety – What is
the innovation
focus?
Food hygiene/
safety is not yet
an innovation
focus
Innovate to
comply with
regulations
Innovate to
proactively reduce
risk (e.g., alerts,
prompts, nudges)
innovate to
develop safety and
hygiene habits
Innovate to nurture
safety and hygiene
ownership
18. Change
Management –
Has people and
processes been
reorganized to
improve food
production/
service?
We have not
reorganized
people and
processes
We have
reorganized within
the past ten years
We have
reorganized within
the past five years
We have
reorganized within
the past three
years
We have
reorganized within
the past two years
Operations (including inventory, logistics, delivery)
Page 56
19. Operations
Innovation - What
is the innovation
focus in inventory/
logistics/ delivery?
Operations is not
yet an innovation
focus
Innovate to reduce
cost
Innovate to better
analyze current
demand and
supply
Innovate to better
forecast demand
and supply
Innovate to
optimize demand
and supply
20. Digitalization
– How much is
operations data
digital?
Less than 10% of
key operations
data is digital
10% to 30% of key
operations data is
digital
31-50% of key
operations data is
digital
51-70% of key
operations data is
digital
All key operations
data is digital
21. Data collection
– How much
is digital data
captured
immediately at the
source?
Less than 10% of
data is captured
immediately at
the source
10% to 30% of key
data is captured
immediately at the
source
31-50% of key
data is captured
immediately at the
source
51-70% of key
data is captured
immediately at the
source
All key data
is captured
immediately at the
source
Appendix A8. APM’s Maturity Level
Level
Level 1
Level 2
Key Area
Level 3
Level 4
Level 5
Strategy and Leadership
1.
Strategic Alignment
– How are business
strategy and
innovation initiatives
related?
Strategy is not
yet formally
considered in
innovations
Managers are
aware that
innovations
should be aligned
with strategy
Focus on
incremental
innovations
that are aligned
with the current
strategy
Undertake
breakthrough
innovations
that are aligned
with the current
strategy
Pursue disruptive
innovations that
inform future
strategy
2.
Leadership
Support – How
much is innovation
incentivized?
There is no yet
any incentive
for employees
participating in
innovation
There is some
informal incentive
for employees
participating in
innovation
There is formal
incentive for
employees
participating in
innovation
There is public
recognition
for employees
participating in
innovation
Employees’
participation in
innovation is
tied to their job
performance
3.
Sensing of innovation
opportunities – How
do senior managers
learn about the latest
innovations?
Encountered
in news or
publications (e.g.,
magazines)
Approached by
vendors of food
technology
Actively Search
the Internet or
publications (e.g.
magazines)
Attend trade
shows/
conferences
Participate in
online innovation
platforms
4.
Innovation
Partnerships – To
what extent is there
joint innovation with
other organizations?
There is no
formal innovation
partnership yet
There is formal
membership
in industry
associations
(e.g., Restaurant
association
of Singapore,
Singapore Food
Manufacturer’s
Association)
There is
innovation
partnership
with business
advisors,
government
agencies, or
universities
There is supply
chain innovation
partnership
with vendors,
suppliers,
distributors,
marketing
service providers,
payment service
providers, or
consumers
There is
innovation
partnership
with unfamiliar
partners such
as non-profit
organizations
or competitors
(e.g., to address
sustainability
challenges)
5.
Training – How often There is no
are employees trained formal training
for new skills and
programme yet
knowledge?
Employees are
trained only
when necessary
to implement
changes
Employees are
trained once
every few years
Employees are
trained once a
year
Employees are
trained several
times a year
6.
Talent Management
– How much is
the organization
attracting and
retaining talents to
support innovation?
We have not yet
considered how
talents support
innovation.
We could not find
suitable talents
to support our
innovation.
We have been
able to recruit
talents to support
our innovation.
We have been
able to recruit
and retain talents
to support some
of our innovation
initiatives.
We have been
able to recruit
and retain talents
to support all of
our innovation
initiatives.
7.
Employee
Engagement – How
much are employees
at different levels
involved in the early
stages of innovation?
Employees
are invited to
participate in the
early stages of
innovation on an
as-needed basis
All C-level
managers
are invited to
participate in the
early stages of
innovation
All C-level and
senior managers
are invited to
participate
All managers
are invited to
participate
All employees,
including
operations staff
are invited to
participate
8.
Learning from
Failure – How much
are employees
encouraged to take
risks and learn from
failure?
Failure is to be
avoided as much
as possible
There is informal
learning from
failure
There is formal
learning from
failure
Employees are
encouraged to
pursue risky
innovations
Employees have
been allowed
to pursue some
risky innovations
People and Culture
Page 57
Level
Level 1
Level 2
Level 3
Level 4
Level 5
Innovation Process
There are informal
channels for
employees to
suggest ideas for
innovation
Employees are
encouraged to
suggest ideas
during monthly
meetings
Employees are
encouraged to
suggest ideas
during weekly
meetings
Employees can
suggest ideas
anytime online
Employees can
suggest and
discuss each
other’s’ ideas
anytime online
There is no slack
resource for
innovation yet
There is no
formal process
for getting
resources
Only senior
managers have
the chance of
getting resources
for innovating
their work
All managers
have the chance
of getting
resources for
innovating their
work
All employees,
including
operations staff
have equal
chance of getting
resources for
innovating their
work
11. Innovation Outcome
There is no formal
– To what extent
process
is there a formal
process for assessing
innovation outcomes?
Innovation
outcomes are
assessed based
on subjective
opinion
Innovation
outcomes are
assessed with
qualitative data
Innovation
outcomes are to
be assessed with
qualitative and
quantitative data
Innovation
outcomes are to
be assessed with
qualitative and
quantitative data
from multiple
sources
12. Automation – How
much has automation
been considered?
Aware but not sure
where to begin
automation
At least one
process that can
be automated has
been identified
Some key
processes
that can be
automated have
been identified
All key processes
that can be
automated have
been identified
All processes
that can be
automated has
been identified
13. Data in decision
making – How much
is data analyzed to
guide decisions?
Data is not yet
analyzed to guide
decisions
Data is analyzed
to describe
the situation
(“what are the
patterns?”)
Data is analyzed
to diagnose
problems
(“what affects
performance?”)
Data is analyzed
to predict the
future (“what
is likely to
happen?”)
Data is analyzed
to prescribe
decisions (“how
should decisions
be made?”)
14. Emerging Technology
– How much is
emerging technology
(e.g., AI, AR,
blockchain) being
explored?
Aware but not sure
how emerging
technology is
useful for our
business
Learning about
the nature of
an emerging
technology
Discussing how
an emerging
technology can
be applied to our
business
Planning to pilot
test an emerging
technology
An emerging
technology has
been pilot tested.
15. Access to
knowledge/ solutions
– When a problem is
encountered, what
approach is used to
find the matching
knowledge/ solution?
Not actively finding Use an ad hoc
knowledge/
approach to
solution yet
find matching
knowledge/
solutions inside
the organization
Systematically
find matching
knowledge/
solutions inside
the organization
Use an ad hoc
approach to
find matching
knowledge/
solutions inside
and outside the
organization
Systematically
find matching
knowledge/
solutions inside
and outside the
organization
9.
Ideation – To what
extent is there
a channel for
employees to suggest
ideas for innovation?
10. Innovation Resource
– To what extent
can employees get
resources (e.g.,
money and time) for
innovating their work?
Technology
Page 58
Level
Level 1
Level 2
Level 3
Level 4
Level 5
Food Production/Service
16. Customer Orientation
– Other than food
taste and quality,
how much are
other aspects of
food experience
(e.g., visual, social)
considered in
innovation initiatives?
Other aspects of
food experience
are not yet
considered
Other aspects of
food experience
have been
informally
considered
The visual aspect
of food has been
formally part of
an innovation
initiative
The social
aspect has been
formally part of
an innovation
initiative
The total food
experience has
been formally
part of an
innovation
initiative
17. Food Hygiene/
Safety – What is the
innovation focus?
Food hygiene/
safety is not yet an
innovation focus
Innovate to
comply with
regulations
Innovate to
proactively
reduce risk (e.g.,
alerts, prompts,
nudges)
innovate to
develop safety
and hygiene
habits
Innovate to
nurture safety
and hygiene
ownership
18. Change Management
– – Has people
and processes
been reorganized
to improve food
production/service?
We have not
reorganized
people and
processes
We have
reorganized
within the past
ten years
We have
reorganized
within the past
five years
We have
reorganized
within the past
three years
We have
reorganized
within the past
two years
19. Operations Innovation
- What is the
innovation focus in
inventory/ logistics/
delivery?
Operations is not
yet an innovation
focus
Innovate to
reduce cost
Innovate to better
analyze current
demand and
supply
Innovate to better
forecast demand
and supply
Innovate to
optimize demand
and supply
20. Digitalization – How
much is operations
data digital?
Less than 10% of
key operations
data is digital
10% to 30% of
key operations
data is digital
31-50% of key
operations data is
digital
51-70% of key
operations data is
digital
All key operations
data is digital
21. Data collection –
How much is digital
data captured
immediately at the
source?
Less than 10% of
data is captured
immediately at the
source
10% to 30% of key
data is captured
immediately at
the source
31-50% of key
data is captured
immediately at
the source
51-70% of key
data is captured
immediately at
the source
All key data
is captured
immediately at
the source
Operations (including inventory, logistics, delivery)
Page 59
Appendix A9. IPM’s Maturity Level
Level
Level 1
Level 2
Key Area
Level 3
Level 4
Level 5
Strategy and Leadership
1.
Strategic Alignment
– How are business
strategy and innovation
initiatives related?
Strategy is not
yet formally
considered in
innovations
Managers are
aware that
innovations should
be aligned with
strategy
Focus on
incremental
innovations
that are aligned
with the current
strategy
Undertake
breakthrough
innovations
that are aligned
with the current
strategy
Pursue disruptive
innovations that
inform future
strategy
2.
Leadership
Support – How
much is innovation
incentivized?
There is no yet
any incentive
for employees
participating in
innovation
There is some
informal incentive
for employees
participating in
innovation
There is formal
incentive for
employees
participating in
innovation
There is public
recognition
for employees
participating in
innovation
Employees’
participation in
innovation is
tied to their job
performance
3.
Sensing of innovation
opportunities – How
do senior managers
learn about the latest
innovations?
Encountered
in news or
publications
(e.g.,
magazines)
Approached by
vendors of food
technology
Actively Search
the Internet or
publications (e.g.
magazines)
Attend trade
shows/
conferences
Participate in
online innovation
platforms
4.
Innovation
Partnerships – To what
extent is there joint
innovation with other
organizations?
There is
no formal
innovation
partnership yet
There is formal
membership
in industry
associations
(e.g., Restaurant
association
of Singapore,
Singapore Food
Manufacturer’s
Association)
There is
innovation
partnership
with business
advisors,
government
agencies, or
universities
There is supply
chain innovation
partnership with
vendors, suppliers,
distributors,
marketing service
providers, payment
service providers,
or consumers
There is innovation
partnership
with unfamiliar
partners such
as non-profit
organizations
or competitors
(e.g., to address
sustainability
challenges)
People and Culture
Page 60
5.
Training – How often
are employees trained
for new skills and
knowledge?
There is no
formal training
programme yet
Employees are
trained only
when necessary
to implement
changes
Employees are
trained once
every few years
Employees are
trained once a
year
Employees are
trained several
times a year
6.
Talent Management
– How much is the
organization attracting
and retaining talents to
support innovation?
We have not
yet considered
how talents
support
innovation.
We could not find
suitable talents
to support our
innovation.
We have been
able to recruit
talents to support
our innovation.
We have been
able to recruit and
retain talents to
support some of
our innovation
initiatives.
We have been
able to recruit
and retain talents
to support all of
our innovation
initiatives.
7.
Employee Engagement
– How much are
employees at different
levels involved in
the early stages of
innovation?
Employees
are invited to
participate
in the early
stages of
innovation on
an as-needed
basis
All C-level
managers
are invited to
participate in the
early stages of
innovation
All C-level and
senior managers
are invited to
participate
All managers
are invited to
participate
All employees,
including
operations staff
are invited to
participate
8.
Learning from Failure
– How much are
employees encouraged
to take risks and learn
from failure?
Failure is to
be avoided
as much as
possible
There is informal
learning from
failure
There is formal
learning from
failure
Employees are
encouraged to
pursue risky
innovations
Employees have
been allowed to
pursue some risky
innovations
Level
Level 1
Level 2
Level 3
Level 4
Level 5
Innovation Process
There are
informal
channels for
employees to
suggest ideas
for innovation
Employees are
encouraged to
suggest ideas
during monthly
meetings
Employees can
suggest ideas
anytime online
Employees can
suggest and
discuss each
other’s’ ideas
anytime online
10. Innovation Resource
– To what extent
can employees get
resources (e.g.,
money and time) for
innovating their work?
There is no
slack resource
for innovation
yet
There is no formal Only senior
process for getting managers have
resources
the chance of
getting resources
for innovating
their work
All managers have
the chance of
getting resources
for innovating their
work
All employees,
including
operations staff
have equal
chance of getting
resources for
innovating their
work
11. Innovation Outcome –
To what extent is there
a formal process for
assessing innovation
outcomes?
There is no
formal process
Innovation
outcomes are
assessed based
on subjective
opinion
Innovation
outcomes are
assessed with
qualitative data
Innovation
outcomes are to
be assessed with
qualitative and
quantitative data
Innovation
outcomes are to
be assessed with
qualitative and
quantitative data
from multiple
sources
12. Automation – How
much has automation
been considered?
Aware but not
sure where
to begin
automation
At least one
process that can
be automated has
been identified
Some key
processes
that can be
automated have
been identified
All key processes
that can be
automated have
been identified
All processes that
can be automated
has been identified
13. Data in decision
making – How much is
data analyzed to guide
decisions?
Data is not
yet analyzed
to guide
decisions
Data is analyzed
to describe the
situation (“what
are the patterns?”)
Data is analyzed
to diagnose
problems
(“what affects
performance?”)
Data is analyzed to
predict the future
(“what is likely to
happen?”)
Data is analyzed
to prescribe
decisions (“how
should decisions
be made?”)
14. Emerging Technology
– How much is
emerging technology
(e.g., AI, AR,
blockchain) being
explored?
Aware but
not sure how
emerging
technology is
useful for our
business
Learning about
the nature of
an emerging
technology
Discussing how
an emerging
technology can
be applied to our
business
Planning to pilot
test an emerging
technology
An emerging
technology has
been pilot tested.
15. Access to knowledge/
solutions – When
a problem is
encountered, what
approach is used to
find the matching
knowledge/ solution?
Not actively
finding
knowledge/
solution yet
Use an ad hoc
approach to
find matching
knowledge/
solutions inside
the organization
Systematically
find matching
knowledge/
solutions inside
the organization
Use an ad hoc
approach to
find matching
knowledge/
solutions inside
and outside the
organization
Systematically
find matching
knowledge/
solutions inside
and outside the
organization
9.
Ideation – To what
extent is there a
channel for employees
to suggest ideas for
innovation?
Employees are
encouraged to
suggest ideas
during weekly
meetings
Technology
Page 61
Level
Level 1
Level 2
Level 3
Level 4
Level 5
Food Production/Service
16. Customer Orientation
– Other than food
taste and quality,
how much are other
aspects of food
experience (e.g., visual,
social) considered in
innovation initiatives?
Other aspects
of food
experience
are not yet
considered
Other aspects of
food experience
have been
informally
considered
The visual aspect
of food has been
formally part of
an innovation
initiative
The social
aspect has been
formally part of
an innovation
initiative
The total food
experience has
been formally part
of an innovation
initiative
17. Food Hygiene/Safety –
What is the innovation
focus?
Food hygiene/
safety is
not yet an
innovation
focus
Innovate to
comply with
regulations
Innovate to
proactively
reduce risk (e.g.,
alerts, prompts,
nudges)
innovate to
develop safety and
hygiene habits
Innovate to nurture
safety and hygiene
ownership
18. Change Management
– – Has people and
processes been
reorganized to improve
food production/
service?
We have not
reorganized
people and
processes
We have
reorganized within
the past ten years
We have
reorganized
within the past
five years
We have
reorganized within
the past three
years
We have
reorganized within
the past two years
Operations (including inventory, logistics, delivery)
Page 62
19. Operations Innovation What is the innovation
focus in inventory/
logistics/ delivery?
Operations
is not yet an
innovation
focus
Innovate to reduce
cost
Innovate to better
analyze current
demand and
supply
Innovate to better
forecast demand
and supply
Innovate to
optimize demand
and supply
20. Digitalization – How
much is operations
data digital?
Less than
10% of key
operations
data is digital
10% to 30% of key
operations data is
digital
31-50% of key
operations data
is digital
51-70% of key
operations data is
digital
All key operations
data is digital
21. Data collection – How
much is digital data
captured immediately
at the source?
Less than
10% of data
is captured
immediately at
the source
10% to 30% of key
data is captured
immediately at the
source
31-50% of key
data is captured
immediately at
the source
51-70% of key
data is captured
immediately at the
source
All key data
is captured
immediately at the
source
Appendix A10. JPM’s Maturity Level
Level
Level 1
Level 2
Key Area
Level 3
Level 4
Level 5
Strategy and Leadership
1.
Strategic Alignment
– How are business
strategy and
innovation initiatives
related?
Strategy is not yet
formally considered
in innovations
Managers are
aware that
innovations should
be aligned with
strategy
Focus on
incremental
innovations
that are aligned
with the current
strategy
Undertake
breakthrough
innovations
that are aligned
with the current
strategy
Pursue disruptive
innovations that
inform future
strategy
2.
Leadership
Support – How
much is innovation
incentivized?
There is no yet
any incentive
for employees
participating in
innovation
There is some
informal incentive
for employees
participating in
innovation
There is formal
incentive for
employees
participating in
innovation
There is public
recognition
for employees
participating in
innovation
Employees’
participation in
innovation is
tied to their job
performance
3.
Sensing of
innovation
opportunities – How
do senior managers
learn about the
latest innovations?
Encountered
in news or
publications (e.g.,
magazines)
Approached by
vendors of food
technology
Actively Search
the Internet or
publications
(e.g.
magazines)
Attend trade
shows/
conferences
Participate in
online innovation
platforms
4.
Innovation
Partnerships – To
what extent is there
joint innovation with
other organizations?
There is no
formal innovation
partnership yet
There is formal
membership
in industry
associations
(e.g., Restaurant
association
of Singapore,
Singapore Food
Manufacturer’s
Association)
There is
innovation
partnership
with business
advisors,
government
agencies, or
universities
There is supply
chain innovation
partnership with
vendors, suppliers,
distributors,
marketing
service providers,
payment service
providers, or
consumers
There is innovation
partnership
with unfamiliar
partners such
as non-profit
organizations
or competitors
(e.g., to address
sustainability
challenges)
5.
Training – How
There is no formal
often are employees training programme
trained for new skills yet
and knowledge?
Employees are
trained only
when necessary
to implement
changes
Employees are
trained once
every few years
Employees are
trained once a
year
Employees are
trained several
times a year
6.
Talent Management
– How much is
the organization
attracting and
retaining talents to
support innovation?
We have not yet
considered how
talents support
innovation.
We could not find
suitable talents
to support our
innovation.
We have been
able to recruit
talents to
support our
innovation.
We have been
able to recruit and
retain talents to
support some of
our innovation
initiatives.
We have been
able to recruit
and retain talents
to support all of
our innovation
initiatives.
7.
Employee
Engagement –
How much are
employees at
different levels
involved in the
early stages of
innovation?
Employees
are invited to
participate in the
early stages of
innovation on an
as-needed basis
All C-level
managers
are invited to
participate in the
early stages of
innovation
All C-level
and senior
managers
are invited to
participate
All managers
are invited to
participate
All employees,
including
operations staff
are invited to
participate
8.
Learning from
Failure – How much
are employees
encouraged to take
risks and learn from
failure?
Failure is to be
avoided as much as
possible
There is informal
learning from
failure
There is formal
learning from
failure
Employees are
encouraged to
pursue risky
innovations
Employees have
been allowed to
pursue some risky
innovations
People and Culture
Page 63
Level
Level 1
Level 2
Level 3
Level 4
Level 5
Employees can
suggest ideas
anytime online
Employees can
suggest and
discuss each
other’s’ ideas
anytime online
Innovation Process
9.
Ideation – To
what extent is
there a channel
for employees to
suggest ideas for
innovation?
There are informal
channels for
employees to
suggest ideas for
innovation
Employees are
encouraged to
suggest ideas
during monthly
meetings
Employees are
encouraged to
suggest ideas
during weekly
meetings
10. Innovation Resource
– To what extent
can employees get
resources (e.g.,
money and time)
for innovating their
work?
There is no slack
resource for
innovation yet
There is no formal Only senior
process for getting managers have
resources
the chance
of getting
resources for
innovating their
work
All managers have
the chance of
getting resources
for innovating their
work
All employees,
including
operations staff
have equal
chance of getting
resources for
innovating their
work
11. Innovation
Outcome – To what
extent is there a
formal process
for assessing
innovation
outcomes?
There is no formal
process
Innovation
outcomes are
assessed based
on subjective
opinion
Innovation
outcomes are
assessed with
qualitative data
Innovation
outcomes are to
be assessed with
qualitative and
quantitative data
Innovation
outcomes are to
be assessed with
qualitative and
quantitative data
from multiple
sources
12. Automation –
How much has
automation been
considered?
Aware but not sure
where to begin
automation
At least one
process that can
be automated has
been identified
Some key
processes
that can be
automated
have been
identified
All key processes
that can be
automated have
been identified
All processes that
can be automated
has been identified
13. Data in decision
making – How
much is data
analyzed to guide
decisions?
Data is not yet
analyzed to guide
decisions
Data is analyzed
to describe the
situation (“what
are the patterns?”)
Data is
analyzed to
diagnose
problems
(“what affects
performance?”)
Data is analyzed to
predict the future
(“what is likely to
happen?”)
Data is analyzed
to prescribe
decisions (“how
should decisions
be made?”)
14. Emerging
Technology – How
much is emerging
technology (e.g.,
AI, AR, blockchain)
being explored?
Aware but not sure
how emerging
technology is useful
for our business
Learning about
the nature of
an emerging
technology
Discussing how
an emerging
technology can
be applied to
our business
Planning to pilot
test an emerging
technology
An emerging
technology has
been pilot tested.
15. Access to
knowledge/
solutions – When
a problem is
encountered, what
approach is used to
find the matching
knowledge/
solution?
Not actively finding
knowledge/
solution yet
Use an ad hoc
approach to
find matching
knowledge/
solutions inside
the organization
Systematically
find matching
knowledge/
solutions
inside the
organization
Use an ad hoc
approach to
find matching
knowledge/
solutions inside
and outside the
organization
Systematically
find matching
knowledge/
solutions inside
and outside the
organization
Technology
Page 64
Level
Level 1
Level 2
Level 3
Level 4
Level 5
Food Production/Service
16. Customer
Orientation – Other
than food taste and
quality, how much
are other aspects
of food experience
(e.g., visual,
social) considered
in innovation
initiatives?
Other aspects of
food experience are
not yet considered
Other aspects of
food experience
have been
informally
considered
The visual
aspect of
food has been
formally part of
an innovation
initiative
The social
aspect has been
formally part of
an innovation
initiative
The total food
experience has
been formally part
of an innovation
initiative
17. Food Hygiene/
Safety – What is the
innovation focus?
Food hygiene/
safety is not yet an
innovation focus
Innovate to
comply with
regulations
Innovate to
proactively
reduce risk
(e.g., alerts,
prompts,
nudges)
innovate to
develop safety and
hygiene habits
Innovate to nurture
safety and hygiene
ownership
18. Change
Management
– – Has people
and processes
been reorganized
to improve food
production/service?
We have not
reorganized people
and processes
We have
reorganized within
the past ten years
We have
reorganized
within the past
five years
We have
reorganized within
the past three
years
We have
reorganized within
the past two years
Operations (including inventory, logistics, delivery)
19. Operations
Innovation - What
is the innovation
focus in inventory/
logistics/ delivery?
Operations is not
yet an innovation
focus
Innovate to reduce
cost
Innovate to
better analyze
current demand
and supply
Innovate to better
forecast demand
and supply
Innovate to
optimize demand
and supply
20. Digitalization – How
much is operations
data digital?
Less than 10% of
key operations data
is digital
10% to 30% of key
operations data is
digital
31-50% of key
operations data
is digital
51-70% of key
operations data is
digital
All key operations
data is digital
21. Data collection –
How much is digital
data captured
immediately at the
source?
Less than 10% of
data is captured
immediately at the
source
10% to 30% of key
data is captured
immediately at the
source
31-50% of
key data is
captured
immediately at
the source
51-70% of key
data is captured
immediately at the
source
All key data
is captured
immediately at the
source
Page 65
Appendix A11. VPM’s Maturity Level
Level
Level 1
Level 2
Key Area
Level 3
Level 4
Level 5
Strategy and Leadership
1.
Strategic Alignment
– How are business
strategy and
innovation initiatives
related?
Strategy is not
yet formally
considered in
innovations
Managers are
aware that
innovations
should be aligned
with strategy
Focus on
incremental
innovations
that are aligned
with the current
strategy
Undertake
breakthrough
innovations
that are aligned
with the current
strategy
Pursue disruptive
innovations that
inform future
strategy
2.
Leadership
Support – How
much is innovation
incentivized?
There is no yet
any incentive
for employees
participating in
innovation
There is some
informal incentive
for employees
participating in
innovation
There is formal
incentive for
employees
participating in
innovation
There is public
recognition
for employees
participating in
innovation
Employees’
participation in
innovation is
tied to their job
performance
3.
Sensing of innovation
opportunities – How
do senior managers
learn about the latest
innovations?
Encountered
in news or
publications (e.g.,
magazines)
Approached by
vendors of food
technology
Actively Search
the Internet or
publications (e.g.
magazines)
Attend trade
shows/
conferences
Participate in
online innovation
platforms
4.
Innovation
Partnerships – To
what extent is there
joint innovation with
other organizations?
There is no
formal innovation
partnership yet
There is formal
membership
in industry
associations
(e.g., Restaurant
association
of Singapore,
Singapore Food
Manufacturer’s
Association)
There is
innovation
partnership
with business
advisors,
government
agencies, or
universities
There is supply
chain innovation
partnership
with vendors,
suppliers,
distributors,
marketing
service providers,
payment service
providers, or
consumers
There is
innovation
partnership
with unfamiliar
partners such
as non-profit
organizations
or competitors
(e.g., to address
sustainability
challenges)
5.
Training – How
often are employees
trained for new skills
and knowledge?
There is no
formal training
programme yet
Employees are
trained only
when necessary
to implement
changes
Employees are
trained once
every few years
Employees are
trained once a
year
Employees are
trained several
times a year
6.
Talent Management
– How much is
the organization
attracting and
retaining talents to
support innovation?
We have not yet
considered how
talents support
innovation.
We could not find
suitable talents
to support our
innovation.
We have been
able to recruit
talents to support
our innovation.
We have been
able to recruit
and retain talents
to support some
of our innovation
initiatives.
We have been
able to recruit
and retain talents
to support all of
our innovation
initiatives.
7.
Employee
Engagement – How
much are employees
at different levels
involved in the early
stages of innovation?
Employees
are invited to
participate in the
early stages of
innovation on an
as-needed basis
All C-level
managers
are invited to
participate in the
early stages of
innovation
All C-level and
senior managers
are invited to
participate
All managers
are invited to
participate
All employees,
including
operations staff
are invited to
participate
8.
Learning from
Failure – How much
are employees
encouraged to take
risks and learn from
failure?
Failure is to be
avoided as much
as possible
There is informal
learning from
failure
There is formal
learning from
failure
Employees are
encouraged to
pursue risky
innovations
Employees have
been allowed
to pursue some
risky innovations
People and Culture
Page 66
Level
Level 1
Level 2
Level 3
Level 4
Level 5
Innovation Process
9.
Ideation – To what
extent is there
a channel for
employees to suggest
ideas for innovation?
There are informal
channels for
employees to
suggest ideas for
innovation
Employees are
encouraged to
suggest ideas
during monthly
meetings
Employees are
encouraged to
suggest ideas
during weekly
meetings
Employees can
suggest ideas
anytime online
Employees can
suggest and
discuss each
other’s’ ideas
anytime online
10. Innovation Resource
– To what extent
can employees get
resources (e.g.,
money and time) for
innovating their work?
There is no slack
resource for
innovation yet
There is no
formal process
for getting
resources
Only senior
managers have
the chance of
getting resources
for innovating
their work
All managers
have the chance
of getting
resources for
innovating their
work
All employees,
including
operations staff
have equal
chance of getting
resources for
innovating their
work
11. Innovation Outcome
– To what extent
is there a formal
process for
assessing innovation
outcomes?
There is no formal
process
Innovation
outcomes are
assessed based
on subjective
opinion
Innovation
outcomes are
assessed with
qualitative data
Innovation
outcomes are to
be assessed with
qualitative and
quantitative data
Innovation
outcomes are to
be assessed with
qualitative and
quantitative data
from multiple
sources
12. Automation – How
much has automation
been considered?
Aware but not sure
where to begin
automation
At least one
process that can
be automated has
been identified
Some key
processes
that can be
automated have
been identified
All key processes
that can be
automated have
been identified
All processes
that can be
automated has
been identified
13. Data in decision
making – How much
is data analyzed to
guide decisions?
Data is not yet
analyzed to guide
decisions
Data is analyzed
to describe
the situation
(“what are the
patterns?”)
Data is analyzed
to diagnose
problems
(“what affects
performance?”)
Data is analyzed
to predict the
future (“what
is likely to
happen?”)
Data is analyzed
to prescribe
decisions (“how
should decisions
be made?”)
14. Emerging Technology
– How much is
emerging technology
(e.g., AI, AR,
blockchain) being
explored?
Aware but not sure
how emerging
technology is
useful for our
business
Learning about
the nature of
an emerging
technology
Discussing how
an emerging
technology can
be applied to our
business
Planning to pilot
test an emerging
technology
An emerging
technology has
been pilot tested.
15. Access to
knowledge/ solutions
– When a problem is
encountered, what
approach is used to
find the matching
knowledge/ solution?
Not actively finding Use an ad hoc
knowledge/
approach to
solution yet
find matching
knowledge/
solutions inside
the organization
Systematically
find matching
knowledge/
solutions inside
the organization
Use an ad hoc
approach to
find matching
knowledge/
solutions inside
and outside the
organization
Systematically
find matching
knowledge/
solutions inside
and outside the
organization
Technology
Page 67
Level
Level 1
Level 2
Level 3
Level 4
Level 5
Food Production/Service
16. Customer Orientation
– Other than food
taste and quality,
how much are
other aspects of
food experience
(e.g., visual, social)
considered in
innovation initiatives?
Other aspects of
food experience
are not yet
considered
Other aspects of
food experience
have been
informally
considered
The visual aspect
of food has been
formally part of
an innovation
initiative
The social
aspect has been
formally part of
an innovation
initiative
The total food
experience has
been formally
part of an
innovation
initiative
17. Food Hygiene/
Safety – What is the
innovation focus?
Food hygiene/
safety is not yet an
innovation focus
Innovate to
comply with
regulations
Innovate to
proactively
reduce risk (e.g.,
alerts, prompts,
nudges)
innovate to
develop safety
and hygiene
habits
Innovate to
nurture safety
and hygiene
ownership
18. Change Management
– – Has people
and processes
been reorganized
to improve food
production/service?
We have not
reorganized
people and
processes
We have
reorganized
within the past
ten years
We have
reorganized
within the past
five years
We have
reorganized
within the past
three years
We have
reorganized
within the past
two years
19. Operations Innovation
- What is the
innovation focus in
inventory/ logistics/
delivery?
Operations is not
yet an innovation
focus
Innovate to
reduce cost
Innovate to better
analyze current
demand and
supply
Innovate to better
forecast demand
and supply
Innovate to
optimize demand
and supply
20. Digitalization – How
much is operations
data digital?
Less than 10% of
key operations
data is digital
10% to 30% of key
operations data is
digital
31-50% of key
operations data is
digital
51-70% of key
operations data is
digital
All key operations
data is digital
21. Data collection –
How much is digital
data captured
immediately at the
source?
Less than 10% of
data is captured
immediately at the
source
10% to 30% of key
data is captured
immediately at
the source
31-50% of key
data is captured
immediately at
the source
51-70% of key
data is captured
immediately at
the source
All key data
is captured
immediately at
the source
Operations (including inventory, logistics, delivery)
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