How I.Q.O.® has been used

I.Q.O.® has had ongoing application in public and private organizations in the Brazilian market and as a masters and doctorate level research tool since 2007. The first I.Q.O.® user was an incubated company at the Genesis Institute of Pontifical Catholic University of Rio de Janeiro, followed by several other companies of the most varied sectors and sizes.   

See below some success cases*.

*Only the Radar Graph is shown here, even though I.Q.O.® results are presented in three graphs.  See Presenting Results .

Radar Graph:  This graph superimposes two groups of results. The first, represented by the dark green shape, represents the degree to which practices, systems, routines, and organizational processes that foster innovation are used by the company. The second, represented by the light green shape, represents the relevance level of the evaluated practices to foster innovation, as regarded by the manager-respondent.

The radar graph also informs the overall Innovation Degree, which corresponds to the percentage of practices, systems, processes, and routines used by the organization, and the Relevance Level, which represents to what degree the analyzed practices are considered relevant toward fostering innovation, as regarded by manager-respondents.


I.Q.O.® was applied in a medium size company in the electric energy sector focused on Research and Development. It was answered by the company's management group in May 2014.

The managers regarded 74% of the management models and practices analyzed as very relevant to leverage the organization's capability to innovate. However, they use only 43% of the analyzed practices. The most critical key performance indicator observed at this company was Collaborative Work Models, which had the lowest rated evaluation, even though managers assessed it as eminently relevant to leverage innovation in their organization. 

The Collaborative Work Models KPI evaluates to what measure the organization adopts collaborative work models between collaborators in the value chain/network, so as to promote the necessary interaction to support innovation processes and generation of new solutions within the organization.  See other Innovation KPIs

Considering that this is a Research and Development company in the field of electric energy, its capacity to innovate may be suffering strong restrictions due to the low level of interaction and co-operation that it uses internally and externally with its direct and inderect collaborators.

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This I.Q.O.® was applied in a large construction company and was answered by managers of several areas. It was applied in March 2012.

Managers considered 94% of the models and practices very relevant to leverage the organization's capability to inovate. It surprised them to realize they adopt only 38% of the analyzed practices. Despite them considering Organizational Communication highly relevant to leverage the organization's capabilityto innovate, they identified a large gap between management models and practices used and the importance managers gave to this indicator. Following this analysis they were able to prioritize better the use of Communication actions to foster innovation in the organization. Other critical key performance indicators are Strategy and Organizational Vision and Collaborative Work Models. 

The Organizational Communication KPI evaluates to what measure internal communicarion systems and I.T. promote access and integration of information/ knowledge / competencies and sustain the organization’s innovation processes.   See other Innovation KPIs.

This I.Q.O.® was applied in a public organization in the area of health, related to a federal university, and was answered by the manages in July 2013.

Respondents considered 86% of the management models and practices analyzed as very relevant to leverage the organization's capability to innovate, but even connected to a leading federal university they used only 41% of the analyzed practices. 

They noticed that in the Role of Leaderships KPI they rated zero. They understood immediately that despite innovation being critical to the health area, the managers did not know the management models, strategies,  methodologies, and the existing and necessary resources required to steer the inovation processes in the organization, and did not promote and adequately manage the existing technological, human, and financial resources so as to strengthen competencies to innovate at individual, team, and organizational levels.

This evaluation enabled the organization to focus its immediate attention in the role of leaderships as internal promoters of innovation.  

See other Innovation KPIs.

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