Each innovation affects the internal environment of the organization and requires adaptation to the changes of the organization itself and its staff. Employees see changes as processes that improve or worsen their positions, and innovation is therefore painful for staff. The change in product nomenclature often requires the dismissal of a part of the staff or their retraining. This may cause conflicts and demotivate many.

If an enterprise has a clear innovation strategy, managers can adjust the situation to make it a win for most employees. Corporate culture is the main leverage for individual staff and their teams. An innovative organization 's corporate culture should guide staff towards more rapid innovation, and engineers should focus on the generation of ideas. As demonstrated [1], corporate culture in an innovative enterprise is identical to innovation.

Before major changes in the enterprise, the level of workers ' responsiveness to innovation can be measured. The index is calculated in several stages. A questionnaire is being prepared inviting employees to evaluate a number of allegations concerning the planned changes and the innovations of the enterprise. The allegations may be fairly general, for example:

Responses may relate to specific changes.

Five possible answers (table 1) are proposed to determine the importance of approving employees.

Table 1

Maquet of questionnaire

According to each allegation, the most frequent response (most often encountered) is selected. It is recommended for further analysis. Describe the value of the estimates received as Bi.