Building The Innovative Organization (Part 2) (Week 6) : Bachelor of Business Management (Hons)
Building The Innovative Organization (Part 2) (Week 6) : Bachelor of Business Management (Hons)
Building The Innovative Organization (Part 2) (Week 6) : Bachelor of Business Management (Hons)
PowerPoint® Slides
by Harjinder Kaur
06/03/21
LEARNING OBJECTIVES
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LEARNING OUTCOMES
organization.
• Identify who are the key individuals in an organization
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COMPONENTS OF THE
INNOVATIVE ORGANIZATION
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Components of the innovative organization
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Components of the innovative organization
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3. Key individuals
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Key individuals
• A key individual (or a group of people) who is contribute to
innovation.
• The key here is people. Any worthwhile endeavor involves
having the right people doing the right things the right way
at the right time.
• Help you identify the people in your organization that can
help you Innovate on Purpose.
• Our approach is people centric. Too often in many firms, a
“champion” is designated and works to push an idea
forward. The right people are the key to any organization’s
success, so it stands to reason that in addition to
understanding what the innovation management process
is, you have to understand how people will implement it in
your organization.
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Key individuals
• These people will not be defined by organizational title
(e.g. VP of Marketing) but by the role they play in the
innovation process (e.g. Connector).
• Find the right people who can fill these roles and your
innovation initiative is ready to start.
• Ultimately, no matter how good your ideas are, and no
matter how strong your processes are, if your teams
don’t work to support innovation then your firm won’t be
innovative.
• The people and the roles they play hold a real key to
innovation.
• http://www.ttmp.com/Innovation/Innovation_Roles.pdf
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Supplementary Materials/Extra Reading
Characteristics of Key individuals:
http://www.ttmp.com/Innovation/Innovation_Roles.pdf
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4. High involvements in innovation
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High involvement in innovation
• High involvement innovation addresses the challenge of
mobilize (gather together) your organizations people
and their networks to solve problems and deliver
continuous innovation.
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• Teamwork is defined in Webster's New World Dictionary
as "a joint action by a group of people, in which each
person subordinates his or her individual interests and
opinions to the unity and efficiency of the group." This
does not mean that the individual is no longer important;
however, it does mean that effective and efficient
teamwork goes beyond individual accomplishments.
The most effective teamwork is produced when all the
individuals involved harmonize their contributions
and work towards a common goal.
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Characteristics of Effective Teams
1. Clear goals
• Teams have clear understanding of the goals to be
achieved and are committed to the team’s goals
2. Relevant skills
4. Unified commitment
6. Negotiating skills
9.External Support
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Extra reading:
http://smallbusiness.chron.com/characteristics-effective-
teamwork-691.html
http://web.stanford.edu/class/e140/e140a/effective.html
http://blog.eonetwork.org/2010/08/work-teams-internal-and-
external-influences-on-performance/
http://www.library.drexel.edu/blogs/groupwork/2012/07/18/w
hat-is-teamwork-characteristics-of-effective-teams
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6. Creative Climate
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Creative climate
• The concept of organisational climate was first
developed by Lewin, Lippitt and White (1939). Our
objective here is to identify and consider those
climatic factors that influence organisational
creativity.
• Goran Ekvall, professor emeritus of organisational
psychology at the University of Lund, Sweden spent
many years looking at the organisational climatic
dimensions which affects organisational creativity.
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Creative climate
He identified 10 dimensions :
•Challenge (How challenged, emotionally involved, and
job?)
•Idea time (Do employees have time to think things through
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• Idea support (Are there resources to give new ideas a
try?)
• Trust and openness (Do people feel safe speaking their
minds and offering different points of view?)
• Playfulness and humor (How relaxed is the workplace-
is it okay to have fun. )
• Conflicts (To what degree do people engage in
interpersonal conflict or 'warfare? (war/fighting)“
• Debates (To what degree do people engage in lively
debates about the issues')
• Risk-taking (Is it okay to fail?)
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Supplementary Materials/Extra Reading:
http://www.m1creativity.co.uk/innovationclimate.htm
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Creative climate
• Risk taking
• Freedom
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7. External Focus
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External focus
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Supplementary Materials/Extra Reading
• http://institute.uschamber.com/networking-the-impact-
and-importance-on-your-business/
Youtube:
• https://www.youtube.com/watch?v=XeSOK90z-hY
• https://www.youtube.com/watch?v=daoILLWdVgc
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Conclusions
improvement activity
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Conclusions
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REFERENCES
Tidd, Bessant (2013), Managing Innovation - Integrating
Technological Market & Organisational Change, 5th
edition, Wiley.
Byrd, Brown (2002), The innovation equation: Building
Creativity & Risk-taking in Your Organization, Wiley.
Zimmerer, Scarborough (2008), Essentials of
Entrepreneurship and Small Business Management, 5th
edition, FT Prentice Hall.
• Smith, David (2010), Exploring Innovation, 2nd edition,
McGraw Hill.
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Key Terms
KEYTERMS DEFINITION
A combination of individuals who come together or who
Team have been brought together for a common purpose or
goal in their organization.
Recurring patterns of behavior, attitudes and feelings
Climate
that characterize life in the organization.
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Key Terms
KEYTERMS DEFINITION
Express long term intention of the organization to
Vision
develop in a certain way.
Organizations change their structures, roles, and
Organic structure processes to respond and adapt to their environments.
Hierarchical, bureaucratic, organization-structure
characterized by centralization of authority,
Mechanistic structure formalization of procedures and practices, and
specialization of functions.
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THE END
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