Monday, 16 November 2009

Week 10: class notes

Barriers to innovation;

focus innovation culture

What makes innovate culture

  • It is important that the group has the ideas and motivation to innovate.
  • For problem solving flexibility is important
  • Operation and support for purposes of creation or control
  • Working together in a group

+ share of responsibilities

  • If the group is well motivation, and everyones is enjoying working in groups it stimulates creativity

Need to know how to motivate the group + work dynamics is also important factor

Disagreements can actually generate better solutions

  • CREATIVITY + IMPLEMENTATION- have to implement the idea or apply it

-If Implementation process isn't there at the end, then the whole thing has no meaning--} therefore it is a barrier in some sense

Organising for innovation

  • it is not enough for the company or organisation just to innovate, there are more factors to consider
  • resources is a huge factor to look at
  • there is a need of a leader
  • clearly direction is a reason why organisation needs do innovate
  • there is a need to communicate, energy of a team is important
  • think through
  • self-development
one needs to be interested in doing something

inspiration is a drive

  • HR theory is useful
  • Other resources to enable innovation to happen
  • cross boundary work( collaboration )-is the key
  • Appropriate structures- make sure all the things fit together
  • Learning requires creating mistakes
if the company doesn't appreciate mistakes, the work is not going to go further

Building an innovation culture

- the notion of routines is important because it can enable and support the development of innovation culture

- 3 levels - individual, group work and organisational level

All of these term can be applied to sustainability

Managing an innovation culture

- is difficult!

How to measure?

· Fostering creative climate

· Structural arrangements

· Process-based approach

- barrier will by by just thinking about the outcomes

‘total quality management is a journey not a destination’
Bessant, 2003

it is about the process rather than outcome

Strategy: Where we are?

Where we want to be?

How do we get there?

how far and how fast

Learning from others- sharing problem solving

Hugely important for both cases

High-involvement vs. focused development of innovation culture

Organisational archetypes: organic and mechanistic
- mechanistic is concerned with maintaining the status quo and managing the operations that keep the organisations going
- organic is concerned with creating the future products and processes

· High-involvement innovation does not focus on occasional radical innovation breakthroughs but concerns itself with creating culture in which innovation is a way of life
· Focused development of innovation means creating innovation culture amongst a relatively small but influential group within the organisation

! Value of innovation culture- the value that works for people

-need to know how to get the balance right

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