Opportunity Discovery and Creativity
How effectively you discover meaningful opportunities, challenge assumptions and frame innovation problems before committing to solutions.
INDENTRA Innovation Academy
Innovation Skills Assessment
Assess your innovation capability across seven connected competency domains, identify strengths and development priorities, and translate the results into a focused learning pathway.
A structured capability diagnostic
Understand how your innovation capability is distributed across discovery, design, experimentation, business models, value, governance and ecosystem-based innovation.
The assessment uses 35 applied self-rating statements across the Innovation Academy capability system—from opportunity discovery and human-centred design to experimentation, business models, value realisation, governance, portfolios, ecosystems and responsible AI.
- 35 statements grouped into seven practical innovation competency domains.
- Five-point behaviour-based self-rating scale focused on applied capability.
- Overall profile, category scores and a visual radar chart.
- Text interpretation identifying strengths, priority gaps and relevant Innovation Academy pathways.
Seven competency domains
Assess the connected capabilities required to discover opportunities, validate ideas and turn innovation into measurable business value.
The profile follows the current Innovation Academy capability system, combining creative thinking, opportunity discovery, human-centred design, experimentation, business models, investment, value realisation, leadership, governance, portfolios, ecosystems, intellectual property and responsible AI.
Human-Centred Design and Concepts
Your ability to turn user and stakeholder evidence into insights, concepts and design choices grounded in real needs.
Experimentation and Validation
How effectively you expose assumptions, design efficient experiments and use evidence to decide whether an innovation should continue, adapt or stop.
Business Models and Value Propositions
Your capability to design and test how an innovation creates, delivers and captures value through coherent customer, operating and economic choices.
Finance and Value Realisation
How effectively you connect innovation investment with economics, staged funding, benefits ownership, adoption and measurable business value.
Leadership, Governance and Portfolio
Your ability to create the leadership conditions, management system, portfolio discipline and governance required for sustained innovation.
Open Innovation and Ecosystems
How effectively you use partnerships, ecosystems, intellectual property and AI to expand innovation capacity while protecting strategic value, trust and control.
Your assessment
Opportunity Discovery, Creative Thinking and Problem Framing
Rate what you can currently do in practice—not what you know in theory or expect to learn.
Competency 1 of 7
Opportunity Discovery, Creative Thinking and Problem Framing
How effectively you discover meaningful opportunities, challenge assumptions and frame innovation problems before committing to solutions.
1. I can distinguish a meaningful innovation opportunity from a loosely defined idea, request or technology solution.
2. I can gather customer, stakeholder, market and operational evidence to identify unmet needs, frustrations, changes and emerging opportunities.
3. I can challenge assumptions, constraints and familiar problem definitions to reveal alternative ways of understanding an innovation challenge.
4. I can use structured creative-thinking techniques to generate a broad range of relevant alternatives rather than relying only on spontaneous brainstorming.
5. I can frame an innovation challenge clearly enough to guide exploration while keeping the problem open to multiple possible solutions.
Please answer all five statements in this competency before continuing.
Competency 2 of 7
Human-Centred Design, Insight Synthesis and Concept Development
Your ability to turn user and stakeholder evidence into insights, concepts and design choices grounded in real needs.
6. I can plan focused customer, user or stakeholder research that is proportionate to the innovation decision being made.
7. I can synthesise observations, interviews and other evidence into themes, needs, insights and opportunity statements without confusing anecdotes with validated patterns.
8. I can convert insights into clear design challenges and generate alternative concepts before selecting a preferred direction.
9. I can develop concepts that make the intended user experience, value proposition, operating implications and critical assumptions visible.
10. I can facilitate concept-development discussions so teams move from divergent thinking to transparent evaluation and next-step decisions.
Please answer all five statements in this competency before continuing.
Competency 3 of 7
Lean Experimentation, Prototyping and Validation
How effectively you expose assumptions, design efficient experiments and use evidence to decide whether an innovation should continue, adapt or stop.
11. I can identify and prioritise the assumptions that create the greatest uncertainty or risk for an innovation concept.
12. I can translate critical assumptions into testable hypotheses with evidence thresholds defined before results are known.
13. I can select the lowest-cost experiment or prototype that can produce useful learning about the uncertainty being tested.
14. I can judge evidence quality, sample limitations and bias rather than treating any positive feedback as validation.
15. I can make explicit continue, adapt, narrow, pivot or stop decisions based on cumulative evidence rather than sunk cost or enthusiasm.
Please answer all five statements in this competency before continuing.
Competency 4 of 7
Business Model Innovation and Value Proposition Design
Your capability to design and test how an innovation creates, delivers and captures value through coherent customer, operating and economic choices.
16. I can articulate a clear value proposition that links target users or customers with specific needs, outcomes and reasons to adopt.
17. I can analyse how channels, partners, resources, capabilities, activities and cost structures affect the viability of an innovation.
18. I can identify the revenue, funding or value-capture logic required for an innovation to be economically sustainable.
19. I can compare alternative business-model configurations rather than assuming the organisation's existing model must remain unchanged.
20. I can test the most uncertain business-model assumptions with evidence before scaling investment or implementation.
Please answer all five statements in this competency before continuing.
Competency 5 of 7
Innovation Finance, Business Cases and Value Realisation
How effectively you connect innovation investment with economics, staged funding, benefits ownership, adoption and measurable business value.
21. I can identify the value drivers, costs, cash flows, benefits, risks and assumptions that materially affect an innovation investment decision.
22. I can use scenarios, sensitivity analysis and staged investment logic to evaluate innovation under uncertainty rather than relying on a single forecast.
23. I can distinguish evidence suitable for an early innovation decision from the stronger evidence required for larger-scale funding or implementation.
24. I can define benefits ownership, adoption measures and value-realisation responsibilities before treating delivery completion as innovation success.
25. I can recommend whether to continue, increase, reduce, redirect or stop investment using strategic fit, evidence, economics, risk and organisational capacity.
Please answer all five statements in this competency before continuing.
Competency 6 of 7
Innovation Leadership, Strategy, Governance and Portfolio Management
Your ability to create the leadership conditions, management system, portfolio discipline and governance required for sustained innovation.
26. I can connect innovation priorities with organisational strategy and define where innovation effort should be concentrated or deliberately constrained.
27. I can create leadership behaviours, psychological safety, incentives and learning routines that support experimentation while maintaining accountability.
28. I can establish clear innovation roles, decision rights, governance, processes and review points without turning innovation into excessive bureaucracy.
29. I can balance an innovation portfolio across horizons, uncertainty, value, risk, strategic themes and available organisational capacity.
30. I can use evidence-based measures and decision gates to scale promising initiatives and stop weak ones rather than rewarding activity volume or idea counts.
Please answer all five statements in this competency before continuing.
Competency 7 of 7
Open Innovation, Ecosystems, Intellectual Property and Responsible Artificial Intelligence
How effectively you use partnerships, ecosystems, intellectual property and AI to expand innovation capacity while protecting strategic value, trust and control.
31. I can identify when external partners, suppliers, universities, start-ups, customers or ecosystems can accelerate innovation more effectively than internal development alone.
32. I can define partnership objectives, contribution expectations, governance, decision rights and value-sharing arrangements before collaboration becomes difficult to control.
33. I can recognise where intellectual property, confidentiality, data rights, licensing or ownership issues affect an innovation opportunity or partnership.
34. I can evaluate AI-enabled innovation opportunities using strategic value, evidence, data readiness, risk, human impact and organisational capability.
35. I can define human oversight, validation, accountability, ethical boundaries and trust mechanisms when AI is used in innovation discovery, design or decision-making.
Please answer all five statements in this competency before continuing.
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Overall self-assessed profile
Your innovation profile
Assessment result
Capability profile
See how your capability is distributed across the seven domains.
The radar chart makes balance visible. A strong overall result with one or two lower domains may indicate a focused development need rather than a general innovation capability gap.
Development priorities