Se ha denunciado esta presentación.
Se está descargando tu SlideShare. ×
Anuncio
Anuncio
Anuncio
Anuncio
Anuncio
Anuncio
Anuncio
Anuncio
Anuncio
Anuncio
Anuncio
Anuncio
Cargando en…3
×

Eche un vistazo a continuación

1 de 7 Anuncio

Más Contenido Relacionado

A los espectadores también les gustó (20)

Similares a Big109 v5 (20)

Anuncio

Más reciente (20)

Big109 v5

  1. 1. Sources and Process of Innovation THOUGHTS ON INNOVATION – AS A CRITICAL PILLAR OF STRATEGIC RENEWAL If a company had only one competency ,it must be innovation. From a strategic perspective, the speed of innovation, the effectiveness of innovation and the ability to innovate are, perhaps, the only truly proprietary competitive weapons that an organization has. THE SIX KEY ISSUES SURROUNDING INNOVATION 1. What is innovation? 2. What are the sources of innovation, and what are the relationships and interactions among innovation, creativity and knowledge? 3. What makes innovation critical to strategic renewal of any organization? 4. What cultural traits and behaviours common to the high-performance companies set them apart from those that lack the ability to innovate? 5. What leadership practices and management techniques are necessary to best position companies for innovation and continuously encourage and nurture creativity? 6. What human characteristics are needed for creativity and innovation? SOURCES OF INNOVATION There are three sources of innovation: 1. Autonomous  External or internal  Incremental or discontinuous  Can occur in a number of forms and often comes from outside the company/industry (e.g. Post-It, Glide dental floss, Microsoft, Apple Computer) 2. Systemic  Indigenous to an organization  Results from a planned and formally managed process with anticipated & monitored outcomes
  2. 2.  Entail complex organizational interactions and alignments of among a number of factors 3. Collaborative  Occurs at a group or inter-organizational level with a clear goal to engage in innovation  Supported by common interest and/or the need to share resources, risk, talent, competencies  Can lead to both incremental and discontinuous results. IMPEDIMENTSTO INNOVATION Many factors influence an organization’s ability to innovate. There are three common impediments:  Cultural & Organizational Learning Impediments  Technology Impediments  Measurement Impediments IMPEDIMENTS ENABLERS CULTURE  Strong commitment to past practices  Lack of institutional priority.  Lack of proper incentives.  Inappropriate people  Poor physical environment  Energized and electric workforce  Institutional Passion  Creative and conducive physical environment.  High learning and discovery environment.  Active knowledge sharing. TECHNOLOGY  Lack of appropriate technology.  Technology is unproven or too difficult to use.  Technology can be too threatening to the establishment.  High utility technology.  High ergonomics for technology.  Accessibility to technology  Encourage experimentation. MEASUREMENTS  Inappropriate or non existent measurements.  Emphasize learning and adaptation.
  3. 3.  Misplaced emphasis on measurements.  Too much reliance of financial measurements.  Use multi factor measurements  Emphasize long term results. DYNAMICS OF INNOVATION Although no single method or model can describe innovation and the particular innovative processes, the general concept of innovation can be captured and studied based on a life- cycle approach. This approach helps to understand the basic behavior and the large complex innovation structure. Three phases best describe the classic innovation lifecycle: I. Fluid Phase II. Transitional Phase III. Specific Phase LEADING INNOVATION 1. Innovation has been institutionalized as a way of life. 2. Leaderships foster innovation and build creative environments. 3. Hire, nurture and covet innovative people. 4. Recognize and reward creativity. 5. Are not tied to preconceived outcomes, nor attached to a predetermined answer – they let answers and outcomes evolve. Three Essential Conditions for High-Performance Innovation Strategy: 1. More emphasis on probing and learning as opposed to analysis. 2. Successive approximation – each time striving to come closer to a Winning combination of product and market. 3. Strategically central to the needs and goals of the organization. LEADING INNOVATION, CONTINUED
  4. 4. LEADING INNOVATION:HUMAN PERFORMANCE  Innovative People Typically Share The Following Personal Qualities:  Intrinsic motivation & conviction and passion for innovating  Personal dominance and forcefulness of opinion & detached attitude in interpersonal relations  Expertise in the field  Adept at change, risk-takers & high tolerance for ambiguity and uncertainty  High propensity for perseverance under uncertainty LEADING INNOVATION:HUMAN PERFORMANCE  Drive to create more than improve  Fresh perspectives on old problems  Cope with several new ideas simultaneously  Not methodical and systematic  Not imposing strict order on matters within their control  Dislike the protection of precise instructions  Seek to bend or break the rules  Risk doing things differently  Can stand out in disagreement against a group Innovation Models & Process Leadership Creativity Environment Human Environment
  5. 5.  Act without proper authority LEADING INNOVATION:ENVIRONMENTALFACTORS Three major factors are critical in creating an environment conducive to innovation: 1. Open,active and direct communications 2. Reward and recognition systems 3. Fair performance evaluation Other determining factors include:  Value placed on innovation by the organization  Sense of pride with respect to performance and accomplishments  Emphasis on self- determinism and self- directedness  Importance and complexity of work Adaptive style work incrementallyon problems using established rules abd framework Innovative styles are likely to ignore established framework, redefine and reframe the problem and develop their own methods for creativity and problem solving.

×