Organizational culture can be defined as shared values and beliefs that guide employee behavior. Cultures that foster innovation through enabling policies and values have competitive advantages. Internal integration, where employees work together and develop a shared identity, allows organizations to progress towards innovation. When measuring results, financial incentives do not always increase innovation. Subcultures may contradict the larger culture but can spark needed changes through new approaches. Technology choices are strategic and affect long term performance. Organizations that learn new technologies and keep staff updated tend to be more efficient and productive.
The document proposes solutions to address organizational behavior issues at UBS such as poor communication and collaboration between departments. The solutions include implementing an intranet platform called Noodle to improve information sharing and employee connections across the company. It also suggests creating a mentoring program to help new employees integrate into the company culture and form bonds. Developing a concise company mantra is recommended to foster a stronger sense of shared identity and purpose among employees.
An integrated definition of corporate entrepreneurship by harry entebang and ...HARRY ENTEBANG
This document provides an overview of definitions and perspectives on corporate entrepreneurship (CE) from past literature. It discusses how CE has been defined as an entrepreneurial activity, process, strategy, and firm behavior. Specifically, CE refers to entrepreneurial activities that occur within existing organizations, such as new product development, process innovations, and market developments. However, past studies have provided inconsistent definitions of CE. The document aims to examine the multiple dimensions of CE and propose an integrated definition to clarify our understanding of this concept.
Implementing a high performance work systemHelen Jekelle
The document discusses implementing a high performance work system (HPWS). It defines an HPWS as combining work, people, technology, and information to maximize employee performance. Key aspects of an HPWS include employee involvement, training, incentives, and technology. The document outlines principles for designing an HPWS and a five-step process for implementation, emphasizing communication. Successfully implementing an HPWS can provide competitive advantage through increased productivity, lower costs, and better responsiveness.
This document summarizes a research study on critical attributes for successful teamwork implementation within Lebanese organizations. The study examined five attributes identified in literature as important for effective teamwork: commitment to team success, commitment to leadership, open communication and feedback, interpersonal skills of team members, and organizational culture. A questionnaire was distributed to employees in Lebanese companies to assess the relationship between these attributes and successful teamwork implementation. Data analysis found that providing an informal, relaxed atmosphere and empowering team members were the most critical attributes that contribute to successful teamwork in Lebanese organizations.
This document provides a case study final report analyzing key organizational changes within the Australian department store David Jones. It discusses three main change initiatives - a management restructure, technological investments, and expanding their physical presence. For each change, the report examines the issues behind it, strategies and processes adopted, and consequences. It concludes with recommendations to help David Jones better implement changes and differentiate itself from competitors.
This document provides a summary of evidence from various studies and research that show a correlation between employee engagement and organizational performance. Some key findings include:
1) Research shows organizations with high employee engagement levels outperform those with low engagement in terms of total shareholder returns, annual net income, and productivity.
2) Studies from various companies found stores and business units with higher engagement delivered better financial results, including more sales revenue, higher customer satisfaction, and lower costs.
3) Data from over 23,000 business units showed those in the top 25% for engagement averaged 18% higher productivity than those in the bottom 25%. Additionally, engaged employees took fewer sick days.
Guidance and inspiration for engineering professionals Kelly Services
The document provides guidance and inspiration for engineering professionals. It discusses how engineers possess curious minds and seek to understand and improve their surroundings. They solve issues in areas like energy, transportation, healthcare, and sustainability. The document emphasizes that engineers help improve life through innovation and new possibilities. It encourages engineers to find meaning and satisfaction in their work.
This document discusses change management models and trends in organizational change. It describes Lewin's three-stage change management model of unfreezing, transitioning, and refreezing. It also outlines McKinsey's 7-S model and Kotter's 8-step change model. The document notes that internal and external forces can drive organizational change and lists common catalysts like crises, performance gaps, and new technologies. Finally, it discusses trends organizations often follow in changing like flattening hierarchies, decentralizing decision-making, increasing employee empowerment and adaptability.
Paper on intrepreneurship and organization performance by Samuel Obino MokayaDiscover JKUAT
This document discusses intrapreneurship and its relationship to organizational performance. It defines intrapreneurship as entrepreneurial behavior within an existing company that can lead to innovation and improved firm outcomes. The document reviews theoretical perspectives on intrapreneurship and outlines factors that encourage its development, such as supportive environments, rewards for innovators, and loose structures. When intrapreneurship is successfully implemented, the outcomes can include new products/processes, growth, learning, and increased profitability and customer satisfaction. The document concludes that intrapreneurship can provide competitive advantages and that companies should cultivate environments where employees feel empowered to act entrepreneurially.
The document discusses successful post-merger integration and realizing synergies between merged companies. It notes that while cost-cutting is often a focus, truly achieving synergies requires engaging employees from both companies. It recommends conducting cultural due diligence during mergers and involving employees from both companies in integration project teams. If done properly through clear vision, communication, and focus on cultural and human aspects, mergers can provide opportunities for growth and innovation rather than just reductions.
This document discusses a survey of over 200 senior manufacturing executives about leadership and business models. It finds that while most executives see a need to transition to collaborative business models, there is inertia in fully making that transition. Currently only 11% report having a truly collaborative model. However, over half expect their models to be different in 5 years, mostly moving toward collaboration. The transition involves cultural and process changes and different functions may progress at different speeds. Overall the trend is toward more collaborative models and skills, but fully changing organizations takes time.
This key global insights report from Kelly Services explores the concept of fostering a work environment that provides flexibility for various life stages of critical employees. Content creator Kathy Fawcett brings proprietary Kelly research to life with practical applications for organizations of all sizes.
This document provides an overview of change management for a new plan by a student. It includes:
1) A force field analysis that finds forces for change are stronger than against for a new website plan aiming to reduce costs.
2) Descriptions of the types of people suited to lead change, including internal change management specialists with skills like identifying needs, consultation, dealing with complexities, and change implementation.
3) An application of Kotter's 8 step change model to the new website plan, outlining how each step would be applied, like creating urgency, building a coalition, and communicating the vision.
Inside-Out Collaboration: An Integrated Approach to Working Beyond SilosDavid Willcock
In this article, David Willcock draws insights from psychology and organizational
development theory and practice to provide a framework for building and maintaining productive relationships across organizational boundaries. Through an integrated approach to collaboration that includes the individual, team, and organization, managers and leaders can serve as catalysts for “partnership working,” which can ultimately lead to high performance and competitive advantage.
Impact of Employee Engagement on PerformanceIJAEMSJORNAL
Employee engagement is a vast concept and has a wide area of interpretation and thus each organisation interprets the meaning of employee engagement on its own terms, knowledge, and culture. Employee engagement is a relationship between the employee and the enterprise, an engaged employee is the one who is entirely engrossed in and ardent about their work and so takes positive steps to further the organisation's prestige and interests. The construct employee engagement is built on the foundation of concepts like organisation citizenship behaviour, employee commitment, and job satisfaction. Though it relates to and besets these concepts but employee engagement is broader in scope. In today's scenario organisations have started looking out for ways more stronger than only monetary incentives to keep employees involved and work towards goals, hence comes the role of employee engagement which helps the employees realise they are a part of the organisation and thus employees are emotionally connected to their organization and highly involved in their job with a great enthusiasm for the success of their employer, going an extra mile beyond the employment contractual agreement assuming all their efforts leads to the growth of what already belongs to them. Since Employee engagement is a fairly novel concept thus a lot of measurement metrics are not present to find out direct relationship between employee engagement and its impact on the performance of employees thus the purpose of this paper is to find out an Impact of employee engagement on the performance of the employees.
Agile addiction patterns for changing organizationsEmiliano Soldi
How to transform a "simple" passion of a few, into a mission of true change of organizations? How does resilience, storytelling and assertiveness favor a constant movement towards agility? How does resistance to change translate into the journey of transformation? How to make agile roundtables, communities of practice and tribes, load-bearing structures of change?
This document discusses the differences between proactive and reactive innovation. Proactive innovation involves extensive research and development to create new products and services that shape consumer demand, while reactive innovation solves problems or capitalizes on opportunities. The document provides examples of both types from Advertising.com's history, including developing a new pay-for-performance advertising model proactively and launching a demand-side platform to compete with others reactively. It emphasizes that innovation should be a cultural characteristic that encourages new ideas from all employees through dedicated innovation teams or "start-ups" within the company.
This document discusses strategic innovation leadership and the key factors for organizations to foster innovation. It covers the four Ps of innovation - Press, People, Process, and Product. For Press, it emphasizes the importance of organizational culture and climate in supporting innovation. For People, it discusses personality preferences and team dynamics. For Process, it outlines frameworks for creative problem solving and managing ideas. For Product, it lists characteristics of innovative products and services. The document provides models and tools for assessing and developing an organization's innovation capabilities.
The document discusses innovation and how to build an innovative environment within an organization. It notes that people and corporate culture are the most important drivers of innovation, and that leaders play a key role by encouraging and modeling innovative behavior. It outlines a five-stage process for building an innovative environment that includes defining the type of innovation needed, connecting diverse groups of people, engaging employees, supporting innovation efforts, and measuring and motivating innovation.
Leadership for Innovation: Rethinking Management and Organization ParadigmsEdward Erasmus
This document discusses innovation, leadership, and organizational change. It argues that leaders need to adapt to increasing speed of change, engage employees and customers, and focus on sustainability. Old management paradigms based on control and short-term profits are outdated. The document advocates for network-based organizations that focus on creativity, collaboration, intellectual capital, social capital, and learning to create innovation. Effective leadership requires establishing clarity of purpose, cultivating an open environment, and facilitating new ideas.
The document discusses creating a culture of innovation through leadership. It provides an agenda for a workshop on innovation leadership that includes understanding different types of innovation, the difference between ideation, creativity and brainstorming, characteristics of innovative cultures and leaders, and assessing one's own organization. References and resources from experts on innovation and culture are also provided.
'The Role of Leadership & Innovation in Business Sustainability'johnsts
This document discusses the roles of leadership and innovation in developing business sustainability. It argues that leadership is critical to implementing a holistic sustainability strategy and establishing sustainability values throughout an organization. Innovation is also key, including innovating business models, processes, products, and ways of thinking. The document provides examples of how leadership can guide an organization's sustainability culture and how businesses can demonstrate leadership in their industries and supply chains through cooperation on sustainability initiatives.
Developing creative and innovative culture in organizationiaemedu
This document summarizes research on developing creative and innovative cultures in organizations. It discusses the differences between creativity and innovation, with creativity being the generation of novel ideas and innovation being the implementation of those ideas. Several key dimensions of innovation culture are identified, including risk-taking, resources, knowledge, goals, rewards, tools, and relationships. Factors that support or hinder organizational creativity are also reviewed from the literature. The roles of both creativity and innovation in organizations are discussed.
Training Slides of Reinventing Creative & Innovative Leadership discussing the importance of Leadership.
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
For many years, organizations that have been recognized as best places to work have received that recognition because they have cultures that create the conditions for people to thrive personally and professionally. Cultures in organizations that are good places to work develop environments in which people work together in support of the mission and vision.
Innovation Leadership Study: Managing Innovation - An Insider PerspectiveCapgemini
The study, which surveyed over 260 innovation executives globally, suggests that while innovation is an emerging functional area within organizations, limited organizational strategies for driving innovation are impairing growth.
The Role of Leadership in Driving Excellencetheojamison
This presentation outlines what impedes organizations from achieving excellence, and leadership\'s role in creating and sustaining a culture of excellence.
Organizational climate and culture are shaped by shared employee perceptions and values/norms. They impact service quality and outcomes. Climate describes the psychological impact of the work environment while culture describes shared values and norms. Leadership, structure, technology and other factors influence how climate and culture develop, change and are maintained through socialization of new employees and power dynamics. Together, climate and culture link organizational traits to service performance.
Organizational climate refers to the recurring patterns of behavior, attitudes, and feelings that characterize an organization. It is shaped by properties of the work environment perceived by employees, such as leadership, communication, and reward systems. Organizational climate influences employee satisfaction, stress levels, and health as well as organizational success through metrics like productivity, customer satisfaction, and profitability. While similar to organizational culture, climate is more surface-level and can be more easily assessed and changed.
Organizational culture refers to shared meanings and understandings within an organization that distinguish it from other organizations. Common elements of culture include innovation, stability, attention to detail, and aggressiveness. Culture defines boundaries, provides identity, facilitates commitment, and serves as a control mechanism. Strong cultures can act as barriers to change, diversity, and mergers. Culture is created through hiring, socialization, and leader role modeling and sustained through selection, socialization, and top management behavior.
The document discusses creativity, innovation, and turning ideas into opportunities. It defines creativity as thinking up new things and notes that creativity involves generating and evaluating ideas. Innovation is defined as doing new things to create value and efficiency. The process of innovation involves idea generation, idea screening, feasibility testing, and implementation. The document also notes that most companies find innovation important to their business and lists common sources of new ideas for companies. It concludes by discussing how to screen ideas to find the best opportunities, such as determining if an idea solves an important customer problem.
Creating A Culture That's Innovation Ready Paul Taylor
Originally presented at #NIFHA14 - this deck charts the journey of Bromford over 10 years looking at culture , social innovation , digital and the formation of the Bromford Lab.
This document discusses creativity and innovation. It argues that creativity involves combining existing ideas to create something new. True innovation requires challenging existing ways of thinking and taking customers' perspectives. Innovation is difficult because companies tend to benchmark each other, leading to similar approaches. The document advocates rethinking how companies are run to foster a culture where new ideas are welcomed, risks are embraced, and failure is accepted as part of the learning process. Speed and action are important for innovation to succeed.
The document discusses innovation and its importance for entrepreneurship. It defines innovation as creating new combinations of nature, labor, and capital to exploit opportunities through new or improved products, services, processes, techniques, or ideas. Successful innovation requires purposefully searching for sources of change and applying principles to develop, produce, and promote innovations to customers. Entrepreneurs can innovate in many ways within an organization or through new ventures.
This document discusses innovative HR practices. It begins by explaining how innovative practices build competencies, capabilities, and foster innovation. It then discusses the need for HR practices to change with trends like increased competition and technological change. It also covers topics like employee motivation, individual innovativeness, organizational citizenship behavior, and the role of the HR leader in bringing innovative ideas and practices to help develop employees and lead the organization successfully.
Foundation of Organization Design (MGMT673)Reading Materia.docxericbrooks84875
Foundation of Organization Design
(MGMT673)
Reading Material
Professional Ethics
Humanistic Values
Organizational development (OD) practitioners traditionally encouraged having valued human beings, open communications, employment involvement, and personal growth. These values emerged at the end of World War II on both sides of the Atlantic. They were strengthened by early experiments in British coal mines and studies carried out in a plant in Illinois. These studies demonstrated that paying attention to workers improved productivity. Numerous studies that followed have demonstrated again and again that people do matter and are quite capable. When redesigning organizations, it is wise to use these early lessons as well as research performed by behavioral economists.
Helping Relationships
Helping can take on numerous forms and carries personal responsibility. The responsibilities for an OD consultant working on team building may be different from those of one working on organizational redesign, but they have many of the same issues with which to contend. Both can have a major impact not only on productivity and efficiency but on people’s lives as well.
As previously mentioned, organizational development practitioners are members of the helping profession and like the other helping professions, they have a professional code of ethics because their work has direct ethical implications on individuals, organizations, and society.
Ethical Dilemmas
Though having and following an ethical code can prevent problems, OD practitioners do encounter ethical dilemmas in their work. As with most ethical problems that emerge, individuals and organizations do not start out wanting to be unethical; they generally just slide into unethical behavior because they do not stop and reflect, or are in a big hurry to accomplish something or get specific results.
Value Conflict and Misplaced Interest
Not taking the time to adequately address value differences, taking shortcuts, misusing data, using coercion to save time or money, and misrepresenting skills or knowledge are major causes of ethical misdeeds and corporate failures. Taking the time to be ethical is good business not only for the OD practitioner but for the entire organization
Organizational Diagnosis
Before taking action, it is necessary to understand the situation. Organizational diagnosis is the process the consultant goes through to understand the current situation and includes the following:
· Determining an appropriate diagnostic strategy
· Gathering data through review of important organizational documents
· Developing an interview and research protocol
· Data gathering including conducting interviews
· Analysis of qualitative and quantitative data
· Assessment of information
· Discussing potential options with key organizational leaders and stakeholders to determine what is to be done and how to implement an intervention
An organizational diagnosis needs to be done before beginning.
The concept of change management in today’s business worldAlexander Decker
This document discusses change management in today's business world. It provides an overview of Lewin's three-stage change model of unfreezing, moving, and refreezing. It also discusses other models of planned organizational change like the action research model. The key aspects of successful change management highlighted include gaining employee commitment, addressing resistance to change, and institutionalizing changes.
An appraisal on small firms corporate cultureprjpublications
This document discusses the relationship between corporate culture, innovation, and reward systems in small firms. It argues that developing a corporate culture that supports innovation must be accompanied by an appropriate reward system. A study of small firms in Chennai found a statistically significant relationship between corporate cultures that support innovation and reward system features. Most innovative companies have reward systems that encourage and reinforce innovative behaviors that are part of the corporate culture. Statistically significant relationships were also found among innovation rewards, corporate culture, and different features of variable pay systems.
The document discusses organizational development (OD) interventions and provides examples. It defines OD interventions as planned activities that help organizations perform better and work more efficiently. The main types of interventions discussed are technostructural, human process, strategic change, and human resource management. Examples are provided of how du Telecom partnered with Huawei to improve project management and how Nokia transformed its business model from mobile devices to networking equipment.
The document discusses organizational development (OD) interventions and provides examples. It defines OD interventions as planned activities that help organizations perform better and work more efficiently. The main types of interventions discussed are technostructural, human process, strategic change, and human resource management. Examples are provided of how du Telecom partnered with Huawei to improve project management and how Nokia transformed its business model from mobile devices to networking equipment.
Read attachedpages about 3-M and their approach to innovationRes.docxmakdul
Read attachedpages about 3-M and their approach to innovation
Research one of 3M’s innovations.
Write a full two page paper in which you respond to the following questions:
1. How did the creative thinking process work in the development of this product? Describe what took place in each of the four steps.
2. Analyze what type of innovation this was—invention, extension, duplication, or synthesis. What characteristics of the innovation have led you to this conclusion?
3. Explain which of the sources of innovative ideas discussed in this week’s reading help account for this product’s success and why?
Include a minimum of two sources
The Entrepreneurial Mind-Set in Organizations: Corporate Entrepreneurship
Thus, 3M’s philosophy was born. Innovation is a numbers game: The more ideas, the better the chances for a successful innovation. In other words, to master innovation, companies must have a tolerance for failure. This philosophy has paid off for 3M. Antistatic videotape, trans- lucent dental braces, synthetic ligaments for knee surgery, heavy-duty reflective sheeting for construction signs, and, of course, Post-it notes are just some of the great innovations devel- oped by the organization. Overall, the company has a catalog of 60,000 products.40
Today, 3M follows a set of innovative rules that encourages employees to foster ideas. The key rules include the following:
•
Don’t kill a project. If an idea can’t find a home in one of 3M’s divisions, a staffer can devote 15 percent of his or her time to prove it is workable. For those who need seed money, as many as 90 Genesis grants of $50,000 are awarded each year.
• Tolerate failure. Encouraging plenty of experimentation and risk taking allows more chances for a new product hit. The goal: Divisions must derive 25 percent of sales from products introduced in the past five years. The target may be boosted to 30 percent in some cases.
• Keep divisions small. Division managers must know each staffer’s first name. When a division gets too big, perhaps reaching $250 million to $300 million in sales, it is split up.
• Motivate the champions. When a 3M employee has a product idea, he or she recruits an action team to develop it. Salaries and promotions are tied into the product’s progress. The champion has a chance to someday run his or her own product group or division.
• Stay close to the customer. Researchers, marketers, and managers visit with customers and routinely invite them to help brainstorm product ideas.
•
Share the wealth. Technology, wherever it is developed, belongs to everyone.41 3-4c structuring the Work environment
Structuring the Work environment
When establishing the drive to innovate in today’s corporations, one of the most critical steps is to invest heavily in an innovative environment. A top-level manager’s job is to create a work environment that is highly conducive to innovation and entrepreneurial behaviors. Within such an environment, each employee has the opport ...
Running head CLIENT PROBLEM 1CLIENT PROBLEM.docxsusanschei
This document discusses human resource challenges at MTS Systems Corporation. It identifies retention of skilled workers as a major challenge, as employees seek promotion and to meet changing expectations and motivations. Younger generations are less loyal and more driven by recognition, while older generations value financial rewards more. The company must evaluate workplace needs and focus on career growth, creativity, collaboration, and mission to engage employees. Effective communication between generations and a culture of respect are also important to address human resource issues and improve performance at MTS Systems Corporation.
Linking Theory & Practice Navigating the innovation landscape pas.docxSHIVA101531
Linking Theory & Practice Navigating the innovation landscape: past research, present practice, and future trends Shanthi Gopalakrishnan1 , Eric H Kessler 2 , Joanne L Scillitoe3 1 School of Management, New Jersey Institute of Technology, Newark, NJ, USA; 2 Lubin School of Business, Pace University, New York, USA; 3 School of Management, New York Institute of Technology, Old Westbury, NY, USA Correspondence: Shanthi Gopalakrishnan, School of Management, New Jersey Institute of Technology, Newark, NY 07102, USA. Tel: þ 973-596-3283; Fax: þ 973-596-3074 Abstract The management of innovation is among the most critical capabilities contributing to the success of modern organizations. It is also complex and frequently misunderstood. In this paper we first provide a broad overview of the organizational innovation literature [the Past] to distill five fundamental themes: What is innovation, why is it important, where does it come from, who engages in it, and how can it be best executed? Second, we illustrate how these concepts are applied by three companies on the vanguard of innovation management [the Present] – Google, Walt Disney, and Johnson & Johnson. Third, we project the discussion forward by considering key issues and emerging trends [the Future] of innovation management such as nanotechnology, ethical dilemmas, information technology, globalization, and sustainability. Fourth, we derive from the above analyses concrete guidelines for managers to leverage these insights and enable more effective innovation practices. Organization Management Journal (2010) 7, 262–277. doi:10.1057/omj.2010.36 Keywords: innovation; management; industry; organization Introduction In today’s increasingly turbulent business environment, largely attributed to continual and rapid globalization and technological advancements, change has become a ubiquitous phenomenon. Innovation has emerged as an important mechanism to facilitate adaptation to this shifting competitive landscape. Although considered controversial by some skeptics, innovation plays a critical role in nurturing the economy, creating and radically transforming industries, sustaining the competitive performance of firms, and improving the standard of living and creating a better quality of life for citizens. Understandably, research that is focused on this climate of change displays a strong “pro-innovation” perspective (Kimberly, 1981; Abrahamson, 1991) and visualizes innovation as an inherently beneficial organizational activity with profound consequences for multiple constituencies. Indeed, it is an organization’s capability for sustained innovation that oftentimes determines its success. However, when discussing the management of innovation, one must also consider the more ambiguous, potentially destructive, and less readily understood social and ethical dynamics of the innovation process. This paper attempts to provide a broad overview of the innovation management landscape. First, we survey the exi ...
This document summarizes a research study on the relationship between corporate culture, innovation, and reward systems in small firms. The study found that corporate cultures supporting innovation through values like accepting failure can be reinforced by appropriate reward systems. A survey of 68 small firms in India found statistically significant relationships between cultural features encouraging innovation and innovation-linked rewards and compensation elements. The document concludes that corporate culture and reward systems can both encourage and sustain innovation in organizations if aligned properly.
This document discusses systems thinking and organizational learning. It begins by explaining that organizations are complex systems with various inputs that are processed to produce outputs. Effective organizations are flexible and able to respond to changes. Systems theory explains how organizations use various factors as inputs and process them using models and theories to meet goals and outputs. Systems thinking provides insight into changing trends and allows organizations to analyze performance and respond to changes. Organizational learning involves continuous learning to adapt to changes and is important for effectiveness. Key aspects that support organizational learning include leadership, culture, motivation, knowledge sharing processes, and defined learning structures.
The article provides a literature review of organizational development (OD) theories from early teachings to more recent research. It highlights disconnects among OD researchers and shortcomings in OD research. Specifically, it discusses implications for researchers, practitioners, and teaching of OD. The author aims to give an in-depth analysis of OD theories and models over time to provide context to the field of OD.
INNOVATION ARCHITECTURE 1
Innovation Architecture
Ronna Coffman
Grand Canyon University: ENT-435
April 21st, 2017
Innovation is much more than just design thinking workshops. In fact, innovation is a challenging undertaking. For the success of an organization it requires repeatable and rigorous system of innovation. Creativity and ideas are essential ingredients of innovation. The seeds of innovation are provided by individuals, but innovation is a team effort that turns ideas into reality and delivers tangible outcomes. (Elliott, 2014)
Companies today face a harsh ultimatum: Innovate or die. Senior executives repeatedly tell to their employees that failing to innovate would create a critical risk to their enterprise’s growth, even its survival. Organizations rate themselves lowest on one aspect of innovation i.e. the ability to implement a “system of innovation” – a defined, consistent and effective innovation process. (France, Mott, & Wagner, 2014)
Innovation involves the introduction of something new, particularly something radically different. The something new could be products and services, product/service delivery, business designs, business processes, or new ways of managing.
Business Innovation can be differentiated from other types of initiative such as efficiency, continuous improvement, transformation, optimization etc. by its purpose. The purpose of business innovation is to create new future value for the organization. Innovation is strongly connected to strategy since the focus of strategy is to consider the constantly changing context and envision the future to define the best competitive position to achieve future goals.
The greatest challenge faced in building innovation architecture is that leaders are not able to create a climate for innovation in an organization. The employees are not recognized and rewarded for the innovative work they carry out. The organizations should look after the employees as they play an important role in bringing out innovation.
Innovation in an organization is everyone’s responsibility, but employees can’t innovate unless their leaders empower them to do so in an environment that values and rewards their contributions. The leaders should create a climate that helps the employees to innovate and even they are allocated accountability for a particular idea. Company can create a center of innovation expertise in corporate headquarters or diversifies ownership of innovation across business units depending on company’s market focus and on its organizational structure.
For bringing out innovation the employees must be involved, motivated and engaged with the leaders. If they do the same things each day, they’re not going to get inspired by new things. To get more than ideas for continuous improvement, people’s minds should be flooded with a lot of new information – and this is where Design Thinking can play a great role.
Building innovation architecture:
Successful innovators .
Organizational development (OD) refers to a process aimed at enhancing organizational effectiveness through planned interventions and changes. It involves improving an organization's problem-solving and renewal processes in order to help it adapt and thrive. Some key characteristics of OD include being planned, organization-wide, and managed from the top. OD emerged in the 1960s and has evolved from a focus on individual and group-level changes to system-wide interventions. Factors like communication, leadership, training, and strategic data use need to be addressed through the OD process to help organizations overcome challenges and become more effective.
Key Characteristics Of Organizational Development In The...Angie Lee
Organizational development aims to improve an organization's ability to change and adapt. It involves long-term, organization-wide efforts to enhance problem-solving and renewal processes through behavioral science interventions. The text discusses Richard Beckhard's definition of the three key characteristics of organizational development as planned, organization-wide, and managed from the top to boost effectiveness through mediations in the organization's development.
The document provides 10 tips for leading organizational transformation. Tip 1 emphasizes digging deep to identify the root cause of issues rather than just solving surface problems. Tip 2 stresses setting a clear scope for the transformation by defining what can and cannot be influenced. Tip 3 advises paying equal attention to organizational performance and health during transformation. The tips provide guidance for navigating the human dynamics and ensuring success of large-scale organizational change initiatives.
Discussion 1Post 1Top of FormToday, data quality and privac.docxcuddietheresa
Discussion 1
Post 1:
Top of Form
Today, data quality and privacy are important components in any organization around the world. Thus , project managers are required to come up with proper ways of ensuring better data quality and privacy to ensure there is availability and improve customer service that will go to the heart of enabling the organization have a proper and functioning system at the end of the day. The managers need to adopt the following recommendations for the business as follows. The first recommendation is the need to have a high level of accuracy and measurement when it comes to degree where the data values are obtained. Data accuracy is very important in the business as wrong values will produce wrong output and this will affect the quality of decision making process at the end of the day (Chiregi & Navimipour, 2016) Another important mechanism is to ensure that all the data is complete and contains all the required attributes that will ensure there is proper data that will used in the decision making process. Also, there is need for the data to be consistency and this means that all the attributes should be uniform and all the instances and references from the set of data (Pearson & Wegener,2013). Thus, all the data collected need to be accurate and all values be consistent form the source. Finally, there is need to have a unique demonstration of the records that will need to be represented within the data sets and this will remove the element of duplicates at the end of the day.
References
Chiregi, M., & Navimipour, N. J. (2016). A new method for trust and reputation evaluation in the cloud environments using the recommendations of opinion leaders' entities and removing the effect of troll entities. Computers in Human Behavior, 60, 280-292.
Pearson, T., & Wegener, R. (2013). Big data: the organizational challenge. Bain Co.
Response1:
Post 2:
Top of Form
Recommendations that IT managers group collectively provide
In the modern workplace, Information Technology Managers (IT Managers) plays a vital role. IT managers helps to implement and administrate technology within their organization. He gives proper direction to the organization, the communications system and the structure. He ensures that the long-term objectives are translated into concrete plans of actions and understood and supported by people working at various levels. Other responsibility of the manager is a system of communications which enables managers throughout the organization to be aware, and the manager responsible for the systems stay informed of the changes that are taking place (How do Managers (Leaders) Contribute to an Organizations?, 2012). Below are some recommendations that an IT Managers provide:
Planning and Assessments: The organization need to identify the strengths, weaknesses and outside threats to work against its success and name the problem or issue that they are concerned about. It should utilize their current network to identify ...
Linking Theory & PracticeNavigating the innovation landsca.docxsmile790243
Linking Theory & Practice
Navigating the innovation landscape: past
research, present practice, and future trends
Shanthi Gopalakrishnan1,
Eric H Kessler 2,
Joanne L Scillitoe3
1School of Management, New Jersey Institute
of Technology, Newark, NJ, USA; 2Lubin School
of Business, Pace University, New York, USA;
3School of Management, New York Institute of
Technology, Old Westbury, NY, USA
Correspondence:
Shanthi Gopalakrishnan, School of
Management, New Jersey Institute of
Technology, Newark, NY 07102, USA.
Tel: þ973-596-3283;
Fax: þ973-596-3074
Abstract
The management of innovation is among the most critical capabilities
contributing to the success of modern organizations. It is also complex and
frequently misunderstood. In this paper we first provide a broad overview of
the organizational innovation literature [the Past] to distill five fundamental
themes: What is innovation, why is it important, where does it come from,
who engages in it, and how can it be best executed? Second, we illustrate how
these concepts are applied by three companies on the vanguard of innovation
management [the Present] – Google, Walt Disney, and Johnson & Johnson.
Third, we project the discussion forward by considering key issues and emerging
trends [the Future] of innovation management such as nanotechnology, ethical
dilemmas, information technology, globalization, and sustainability. Fourth,
we derive from the above analyses concrete guidelines for managers to
leverage these insights and enable more effective innovation practices.
Organization Management Journal (2010) 7, 262 –277. doi:10.1057/omj.2010.36
Keywords: innovation; management; industry; organization
Introduction
In today’s increasingly turbulent business environment, largely
attributed to continual and rapid globalization and technological
advancements, change has become a ubiquitous phenomenon.
Innovation has emerged as an important mechanism to facilitate
adaptation to this shifting competitive landscape. Although
considered controversial by some skeptics, innovation plays a
critical role in nurturing the economy, creating and radically
transforming industries, sustaining the competitive performance of
firms, and improving the standard of living and creating a better
quality of life for citizens. Understandably, research that is focused
on this climate of change displays a strong “pro-innovation”
perspective (Kimberly, 1981; Abrahamson, 1991) and visualizes
innovation as an inherently beneficial organizational activity with
profound consequences for multiple constituencies. Indeed, it is an
organization’s capability for sustained innovation that oftentimes
determines its success. However, when discussing the management
of innovation, one must also consider the more ambiguous,
potentially destructive, and less readily understood social and
ethical dynamics of the innovation process.
This paper attempts to provide a broad overview of the
innovation management landscape. First, we ...
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Similar to The importance of Innovation and Technology in Organizational Culture (20)
Chapter 6 - Managing Change: Innovation and Diversity
The importance of Innovation and Technology in Organizational Culture
1. Culture of Innovation and Technology in an Organization
Adedamola Aina O. (12657706)
Organizational Theory
Professor Scott Granberg-Rademacker
2. There exists thousands of write-ups and scholarly academic work on innovation and technology
and their impacts on organizational effect, efficiency and relevance. The world today cannot shy
away from the significance of technology and the role of innovation in the corporate world and
organizations. The purpose of this paper however is to answer questions such
as: The understanding of organizational culture; the relevance/significance of innovation; (is there
any relationship between organizational culture, innovation, and efficiency/effectiveness?)
Organizational culture can be defined in basic terms as a system of shared actions, values and
beliefs developed within an organization. These shared values and beliefs basically act as a useful
guideline for the behavior of its members. Each and every organization indeed possesses its unique
culture that could be compared to human/individual personalities and way of life. However, that
is not to say that similarities amongst corporate/organizational cultures do not exist because they
do but the uniqueness in the standout of the company growth or successes and the participation
and involvement of its members.
Organizations that foster a very innovative work environment which eventually leads to plenty of
intuitive and innovative products that give them a very strong advantage in the competitive market.
The organizational culture of a firm can be affected by various aspects and some are discussed
herein; the aspect of external adaptation which basically involves mapping out a conscious effort
at achieving company goals/aims and objectives through the tasks and methods and coping with
success and failure. The cogent aspects/features of external adaptation includes but not limited to
the creation of an accomplishment/performance measuring tool and the separation of external
forces/influences based on their relevance and formulating/ reviewing reasons why specific
aims/goals are not met. The aspect of external adaptation asks several questions such as; 1. What
are the organizational goals and how can they be achieved? 2. What is the real mission?
3. (Companies really need to fully express the mission). 3. What is the mode of member contribution?
4. What are the important external forces/influences? 5. How are the results measured? 6. What is
the next line of action when there are certain goals that are not met or achieved? 7. What are the
available means of communication employed to inform others on how good an organization is?
8. What are the pointers to when to quit? It is very important that all these questions are put into
consideration when creating a very efficient corporate culture. Most companies fail to express the
mission which is wrong and could generally affect the start-up and eventual process and output.
The most used and best solution to effectively dealing with problems of organizational culture
would be internal integration which involves exploring ways of living and working together and
creating a unique identity. Internal integration could be very useful for an organization or corporate
entity that seeks to progress towards innovation because this can only occur when its members
begin to have a strong belief that they can change the world around them and that is when the
constant strive for constant change comes into play.
The greatest organizational/corporate cultures commence with deciding how to change the world
of the clients/customers and striving to do the needful that the needed change happens. Peter
Drucker says that it is only what is measured that can be improved. In providing an answer to the
question 5 above (How are the results measured?). Today’s companies do not operate an effective
performance metrics for innovation and interestingly most of the ones that attach financial benefits
and incentives to performance actually end up decreasing employee performance. The culture of
an organization although not seeable (it is invincible) because it’s not physically available it is
important that it is identified with by the employees, well interpreted by the employees and most
importantly well understood.
4. The subcultural aspect of culture such as counter culture which is simply a group whose patterns
and values contradicts those of the greater part of the organization or system. This can prove really
effective sometimes if there is a need for a total overhaul/re-orientation of how things should be
done to boost productivity, efficiency and performance. Steve jobs joined Apple and had to
basically battle the entire top-level management staff that still wanted to operate in line with the
culture as provided by the former Chief Executive Officer (CEO). Apple eventually changed from
their usual way of doing things and adapted the new wave of innovation and technology that Steve
Jobs took to the company and today even after his demise they are a major pace-setter and a strong
force to reckon with not just in the United States but on the global scene.
Public organizations face a huge pressure trying to increase productivity and organizational
effectiveness. The thirst frequently is expressed as “doing more with less” or some similar phrase.
(Rupert F. Chilsom) one frequent response to these pressures is to look for technological fixes that
will enhance productivity and minimize system dependency on employees.
A broader view of technology includes all the knowledge, information, material, resources,
techniques and procedures that a work unit uses to convert system inputs into outputs
(Chilsom, 1984). Although the specific nature of technology varies from one work to another,
each work system has one core technology. The core technology is what carries out
transformational process that must be performed if work is to survive
(Cummings and Srivatsva, 1977). This implies that while it might be right to say that all
technologies affect various aspects of organizational functioning in critical ways, the specific
impacts vary from one technology to another and the degrees of freedom permitted vary greatly
among technologies. The choices on the type of technology to be used are very strategic and it
affects the long term performance of any organization.
5. In a world with great dependency on technology it is only normal that firms that are able to keep
up with the speed and significant changes in how things are done would remain relevant. Thus, if
the organizational culture provides an enabling environment for innovation that is evident in the
policies, procedures and catchy phrases/slang that shape and form what eventually consists of the
norms and values that guide conducts, operation and behavior of its employees they tend to have
great success stories, world acclaimed recognition and awards that promote integration and
encouragement amongst workers. It is vital to note that having the end in mind is an important part
of establishing a process of organizational culture. Netflix today is a brand to be reckoned with, it
is a company that came from obscurity to the lime light because they decided to innovate and do
what other movie companies are not doing at the moment by basically putting movies in a mail.
Patty Mcford, a former Chief Talent Officer at Netflix said in a presentation on Freedom and
Responsibility (Cranet Konference, 2014) that rapid growth of an organization relies on the fact
that aspects of the organization culture is in fact based on the culture of innovation.
Organizations that foster the learning of new technologies and endeavor to keep their staff up to
date with the trends in the economic world tend to be more efficient and productive. This implies
that workers would be able to conceptualize issues/problems with an intent to proffering solutions
to the different situational problems as they arise; workers would possess the ability to be able to
challenge prevailing assumptions when warranted and suggest a highly improved/advanced
approach; workers would be given room for invention of ideas that are useful, efficient, minimize
complexity and have a great chance of being implemented. The market today has one constant
factor which is change and forward thinking organizations should be able to rapidly adapt to the
speed of change and the only way to do this would be to create an enabling environment where the
shared values, beliefs and goals is directed or aimed at one thing which is innovation. A good
6. innovative culture basically depicts and should be able to imbibe into the entirety of staff the habit
of being an ‘inventor’ not an ‘implementer’. Innovators solve for better ways and not consistency
in the process of doing things and they basically really do not concern themselves with maintaining
status quo.
In the consideration of innovative ideas in an organization, companies must however take note of
certain important questions such as but not limited to the following.
1. Does the idea seek to achieve the desired outcome?
2. Does it support the organization or opposes?
3. Does it proffer a smoother way of doing things?
4. Is it logical?
In the United States, the typical approach to selecting and designing technology has been to choose
the technology and leave workers responses to the working environment as dependent variables.
(Skinner, 1979). While some would say it might have a negative effect organizational effect in
terms of human resources/relations on the long run, it might just be the needed move to be emulated
by all. Relegating the physical working environment to last place in developing and designing
technology is also based on the assumption that while this approach may cause ‘personnel
problems’ these problems can be over-come through various techniques such as communication
and suggestion programs and industrial psychology techniques (scientific selection) exemplify
these methods. The treatment of the human side of work is becoming increasingly questionable in
an era of changing employee expectations, new complex technologies and emerging social values
(Skinner, 1979). There is the need for top level management and decision makers to create room
for specificity in choice of technology to be used while simultaneously creating a workplace design
7. to be able to cater for the dire need of an organization with a sophisticated information processing
environment. A theoretical visionary framework, an accompanying analytical and design process
that consists of the human and technogical aspects of work design is required. Since technology is
normally selected or designed to conform to and reinforce existing organizational structures,
reshaping the design of the organization is also often required (Perrow, 1983). This is evident
because appropriate designs contribute to a more flexible and adaptable organization that can offer
a higher quality response to customers. This approach to a complex organizational work design
that recognizes the interaction between people and technology in work places provides an efficient
way of working to improve total system performance through improved links between the human
systems and technology.
In order to get the best out of an organization and remain competitive, it is important for corporate
organizations to note that success is in fact dependent on the level of sophistication and
advancement in procedures used, which means that they cannot help but rely on technology and
innovation which must and should be clearly defined in their mission statement and organizational
culture. To achieve this, organizations must make innovation a part of their core values. These
core values represent the best traits in the employees and what they have to offer every day. It
reflects what an organization is passionate about. If an organization wishes to create a culture that
prioritizes innovation and growth.
Firstly, they would need to make it a core value and only hire people who share the same beliefs
or are interested in aligning themselves with the vision, mission and purpose of the organization.
Employees who challenge fundamental assumptions, discuss with people who know more than
they do and welcome alternative viewpoints for the purpose of increasing their understanding and
depth of knowledge.
8. Secondly, in ensuring that the successive flow of innovation is adequately managed, it would be
correct to say that great companies need to compete successfully over time by properly and
effectively managing their innovation streams, initiate processes for incremental, architectural, and
radical innovations. What this does is that creates an opportunity for them to penetrate new markets
with already existing products and to proactively introduce substitute products that would create
new markets and redesign the system in the industry. In managing streams of innovation it requires
an unusually skillful organization that possess the ability to simultaneously do two fundamentally
different things and well. This requires managers/leaders who possess the ability to maintain
consistency, encourage periodical and continuous improvement in the way things are done, while
simultaneously allowing the freedom of experimentation that would empower the organization to
create or respond to radical shifts in the environment. Also the organization must create multiple,
contradictory structures and cultures held in alignment by a single vision and management team
and the basic implication of this theories is that there needs to be more of ambidextrous
organizations. Organizational ambidexterity requires the organizations to use both exploration and
exploitation techniques to achieve success. Such organizations are decentralized but usually have
a strong social and financial control.
Furthermore, understudying and understanding the basic evolutionary cycle of technology can help
any organization in predicting the period of radical change. The technological cycle commences
with a temporary discontinuity followed up with the discovery or invention of a new possibilities
and methods. In literary terms if there is a product class then, there is a high level of innovation
and when a dominant design is selected or an industry standard is established then variation ceases.
The second stage is when the period when the product enters the retention stage which is a time of
incremental change and architectural innovation. Suffice to say that during the same period the
9. process of innovation commences with improvements and advancements in the way the product is
produced and delivered. Eventually, another technological discontinuity occurs and the cycles
begin again. The mobile phone industry provides a great example of this evolutionary process. A
hundred years ago there were no mobile phones. A tremendous idea conceived by Martin Cooper
while he was at Motorola in the 1970s, turn of the century the only constant thing related to that
awesome product is change and more change. The early 1970s saw Martin Cooper head up
Motorola's communications systems division where the innovation and creation of the first
portable cellular phone in 1973 was first conceived. It relatively took about 10-years to get launch
it on the market. Before then the United States had been in limited use of car phones across its
cities but Cooper decided to reject the industry's limited choice of car phones and pioneered the
culture of cellular telephones for portable and personal communications because he knew that
people needed that freedom to communicate anywhere and anytime via the cellular phone. Cooper
along with a carefully selected team designed and assembled a product which prior to that time
had never been built. Presently after various modifications and upgrade there are over a thousand
types of mobile phones in the world.
It is important to note that the above example points to the fact that the senior management at
Motorola were supportive of Cooper's mobile phone concept and they painstakingly invested an
estimated $100 million for about twenty years before they even began to realize any revenues. The
standard set by Motorola then has been substituted by the likes of Apple, Samsung, HTC and the
likes. The first juncture in the evolution of a product class is the closing on a standard—the shift
from an era of incite to an era of change. That juncture is crucial. When Windows became the
dominant design in the operating system of PCs, Apple and IBM dropped in that product class,
and Bill Gates became the single richest person in the United States.
10. In the stage of variation, it's not all about technology alone. There’s an umbrella that consists of
technology, seeking influence from policy changers and partly coalitions with suppliers, vendors,
and customers. There are dangerous results attached to losing control of a core subsystem. Look
at the world of hand-held phones. There's a European standard, an American standard, and a
Japanese standard. Each trying to become the dominant global standard; hence, Ericsson wants it
to be Ericsson; Nokia wants it to be Nokia. This is a profoundly political game that is crucial in
the evolution of a product class.
The roles of leaders is to help their organizations clarify strategies and make choices about the
breadth of product and service offerings, target customers, technology strategy, competitive
timing, and the strategic intent, vision, or aspirations for a business unit. Strategy and vision
statements alone are mere words or figurative expressions; most organizations today these days
possess a well-articulated set of visions and strategies but relatively few execute them. The
execution really depends on how managers use the organization's processes, structures, rewards,
systems, roles, competencies, and culture. Success would eventually come in the short-term,
because organizations are managed for internal agreement, compatibility and consistency. Then,
these organizations start to grow so they can handle higher volume and the only way to handle
high volume throughout is by installing a structure, a bureaucracy, levels of control, effective
system, rewards/incentives, and procedures for resource allocation. Irrespective of the industry or
market choice of a business (i.e. whether it is into restaurants/dinners, training students, or
assembling computer chips or automobiles, the only way its managers can develop internal
harmony for handling high volume is by constructing these technical systems in the service of a
strategy. That's good news for today, but bad news for tomorrow, because with structure,
bureaucracy, and systems also comes "structural inertia." Organizations also age with time and the
11. older an organization becomes, the more it develops myths, stories, and histories. When the world
is shifting towards a new dawn or age, experience might be irrelevant and of no real significance.
The older an organization becomes, the more its people tend to develop a paradigm of the way
work should be done and a certain arrogance about what they are doing begins to come into play.
Inertia and arrogance are benign as long as the environment is stable or moving incrementally. But
when the environment moves rapidly, inertia becomes profoundly pathological. When an
environment shifts in a discontinuous way, the response of high-inertia systems is almost always
characterized by increased compliance, increased commitment to the status quo, and a diminished
or decreased attention to problem-solving. A further example here is when refrigeration was
introduced, the ice industry responded with a about a three hundred (300) percent improvement in
ways of preparing, packaging and shipping ice. In industry after industry, companies after
companies and business after business the response of top class players almost always has been
pathological. In ensuring continuous success over time, a company should be able to reorganize
and redefine itself to stay in sync with external forces and events.
The theories on the influence managing the streams of innovation are endless and this paper does
not seek to exhaust rather it is to further clarify the significant relationship that exists. An
organization that seeks dominance worldwide would need to have control of the low end of the
market, the middle, and the high end. This can be done by managing streams of innovation to
shape the product class. To manage these streams of innovation, an organization must build two
fundamentally different organizational architectures (ambidextrous) in the same business unit to
operate, not sequentially, but at the simultaneously. The kind of strategy, structure, people, and
process that are required in a mature era of incremental change of a product class is fundamentally
different than the kind of strategy, structure, people, and process required in an era of ferment. It
12. is not portfolio management, it is an ambidextrous organization an organization that has different
cultures, structures, competencies, and processes operating in the same business unit at the same
time [Michael Tushman, 1997]. The only way to break out of the internal forces for structural
inertia is by managing sets of competencies within the organization, or by establishing strong
alliances, partnerships, thereby creating an organization that has multiple strategies, multiple
competencies, and multiple structures.
The world of variation indeed is a filled with the likelihood of making several errors/mistakes, but
it is important and stressed that the organization learns. The quality factor may tend to intervene
but unless the environment is stable, incremental improvement can disrupt innovation streams
because it seeks to remove variance. An organization would need to make a selection out of the
variations and begin to build on it, then comes the retention stage where mistakes are not allowed.
The cost of mistakes in this world would normally be terrible. These worlds must be allowed to
operate on a parallel within a given organization. Top level management in organizations, every
once in a while must take a risk on the decisions to be made and as leaders, they must break out
of the forces for stability that come from today's success and be willing to make a bet on these
punctuated changes. Managers must build organizational capabilities such that their firms are
systematically more consistent and lucky than the competition. Innovation streams and change
seem to be a worldwide phenomenon. As companies move through innovation streams, they find
it is better to make these revolutionary changes before being forced to make them. Contemporary
decision makers in organizations must manage inherent inconsistencies consistently if they are to
manage innovation and change. They must be architects saddled with the responsibility and
obligation of building fit, consistent, and congruent structures and cultures to execute tasks in the
service of vision and strategy. They must be network builders, shaping coalitions to manage
13. revolutionary change and to close on standards in a product class. And they must be skilled artists
as they juggle contradictory strategies, structures, competencies, and cultures in the service of both
incremental and discontinuous innovation [Ahmed, P. 1998]. While difficult, great firms like
Microsoft seem to be able to build ambidextrous organizations and manage discontinuous and
incremental change in the service of winning through innovation.
Finally, based on the findings above this paper also makes some recommendations achieving
success, efficiency and effectiveness through creating a culture of innovations as follows:
Every organization is designed to get the results it gets. Inefficiency emanates from poor
performance which in turn comes from a poorly designed organization. Superior results
only emerge when strategies, business models, structure, processes, technologies, tools,
and reward systems are effectively pronounced and constantly put in place.
Practically knowledgeable leaders shape the culture of their company to drive innovation.
It is the culture, the values, norms and behaviors of leaders and employees that often limits
performance. These invisible forces are responsible for the fact that a very large percentage
of all organizational change efforts amount to failure. What to do here would be to structure
the interplay between the company’s explicit strategies with the interpersonal relationship
amongst workers/employees and to the organization.
Organizations need to be intentional with your innovation intent. Most corporate visions
and missions statements sound alarmingly alike especially those in relatively close industry
and markets. All organizations want to be number one, they want to be on top. These
generic, broad-based goals might rev up sales teams, but they do little to spark ingenuity.
The worst thing an organization can do to its employees especially those at the middle and
low level positions is to give "innovation marching orders" without any guidelines or any
14. form of assistance. The way to go about dealing with this is to conceptualize the way the
organization would like to change the world, and make it basically about the customer.
Create a structure for unstructured time. Innovation needs time to develop. No one ever
feels like they have time to spare. People get so consumed with pursuing short-term targets
that most can’t even think about the future. Giving up control when the pressure is greatest
is the ultimate innovation paradox. That’s why iconic brands like 3M and Google give their
employees about 10% "free time" to experiment with new ideas. The organization can deal
with this by encouraging employees to take paid days off to work on any problem they
want but they must bring something fresh and of value within a specified period of time.
Companies such as Intuit use time as a reward because they believe it’s the biggest
motivator. Using time wisely creates a major incentive.
Providing "free" time for employees to experiment with new technologies, products, or
processes can create an opportunity for the next big thing to spring up. In cases where there
are too many companies and the consultants they hire attempt to over-engineer the
innovation process. A better option would be to give enough structure and support to help
people navigate uncertainty and tap into the creative process without stifling it. There are
some pretty good off-the-shelf tools that can help build employee skill sets a guide that
would be made available to all employees and the public and which would include
self-serve ingredients for cooking up innovation. Employees within the organization such
as the software engineers to human-resources managers would have used the skillsets to
innovate internal work processes or create new products, including products that ease the
life and street of their employees. An example is (Snaptax) which lets customers file their
taxes in less than 15 minutes on their mobile phones. Promoting these types of toolkits help
15. convince employees that leaders care about their development while they also promote best
practices that can be adapted to the needs of the individual or team.
Measure the meaningful. What’s measured improves, said in another way, you get what
you measure [Peter Drucker]. For many organizations, coming up with ideas often isn’t the
problem. The challenge is turning them into something real that delivers an impact. So
what metrics should they use? First, it is important to figure out what to measure. In its
early days, Facebook measured how often its users returned to its site. Everything they did
focused on blowing out this single metric. Customer-oriented numbers are clearly essential.
There are several other indicators that can drive organizational internal innovation and they
are as follows; Percent of time dedicated to discovering, prototyping, and testing revenue-
generating new products, services, or business models; A pipeline of new ideas that
includes a set ratio of short-term products or services and longer-term game changers;
Percent of employees who have been trained and given tools for innovation; Percent of
revenue from products or services introduced within a given period of time
Giving of rewards. Recognizing success is critical, but most companies stop there. An
annual innovation award is just not enough to support and promote a culture of innovation.
Sure, formal rewards are good for the short term but they might not keep people truly
engaged. The most powerful and robust type of recognition the kind that shapes
organizational values—often occurs more informally. Several members of Colgate-
Palmolive’s Global R&D group initiated a "recognition economy" by distributing symbolic
wooden nickels to colleagues who had made noteworthy contributions to their projects.
The fortunate recipients didn’t hoard their winnings. They passed them on to others who
had chipped in on projects that they themselves had led. Nickels are now distributed in
16. meetings, but it’s not uncommon for employees to return from lunch and find a few nickels
anonymously placed on their desks. It’s a fun and validating idea; such informal
acknowledgments encourage a collective spirit and help promote the free flow of ideas.
Symbolism. Symbols represent the underlying values of an organization, and they come in
many forms—values statements, awards, success stories, posters in the hallways, catch
phrases, acronyms, and, yes, those wooden nickels. Those who intentionally select the
innovation symbols of their companies essentially select their innovation cultures. Netflix
names its corporate conference rooms after blockbuster movies (for one, King Kong) as a
reminder of the continuous breakthroughs its employees are creating and promoting.
Although, symbols can be more than just physical objects. Poignant experiences, for
example, live on as stories and folklore and shape the mind-sets and behaviours of new and
existing employees. Rather than let stories naturally unfold from leaders’ unconscious
behaviour which may or may not support innovation come companies explicitly shape
stories to convey key values. There is a constant reminder that everyone needs to
consistently "march to the beat of a different drummer."
Finally, the abolishment of automatic approval without proper consideration. Every
organization’s culture is inherently different. So when cultivating innovation, they are
cultivating a unique system. Which implies that they have to be thoughtful about the chosen
approach. That is, whatever is done should align with the values of the organization and
with the organizational goals. And in each case, you have to make it easy and rewarding
for the people whose roles and dynamics influence the very innovation culture you’re
trying to cultivate.
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Ahmed, P. (1998), “Culture and climate for innovation”, European Journal of Innovation
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Amabile, T.M. (1998), “How to kill creativity”, Harvard Business Review, Vol. 76, pp. 77-89.
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18. Structural Inertia and Organizational Change Michael T. Hannan and John Freeman
[http://www.jstor.org/stable/2095567]
Michael Tushman, Winning through Innovation
[http://www.emeraldinsight.com.ezproxy.mnsu.edu/doi/pdfplus/10.1108/eb054591]