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Building the innovation organization - Coggle Diagram
Building the innovation organization
Innovative Organization
Leadership, shared vision & climate
innovation leadership, not senior management
broad vision, not detailed strategy
organizational climate - ‘the way we do things around here’
Innovative Leadership
Contingency approach to leadership
effectiveness of different styles of leadership will depend on the context
task behaviour (guidance & direction)
relationship behaviour (support & teams)
maturity of followers - ability & willingness of people to define & take responsibility for own task behaviour
Behavioural Perspectives
innovation is a joint function of personal attributes & organizational context
innovation occurs in a context that contains both enabling (can do) & motivating conditions (will do)
Organizational Slack
Organizational slack is the difference between resources available & those currently needed
result of past success, failure or lag in response to environmental changes, imperfections in internal ‘markets’
represents a static in-efficiency, but can act as a dynamic shock absorber
when successful, an organization generates more slack, which provides greater resource (people, time, money) for longer-term, significant innovation
when less successful, organization searches for problems & their solution, tends to reduce slack
Innovative Organization
Climate versus culture
Different levels of analysis
Different disciplines involved
Normative versus descriptive
More easily observable & influenced
Characteristics of an innovative climate
Challenge & involvement
Freedom & autonomy
Trust & openness
Idea time & support
Playfulness & humour
Conflict & debate
Risk-taking
Key individuals, strong teamwork
inventors, champions, entrepreneurs, gatekeepers
job rotation, cross-functional teams
strong project management
Appropriate structure:
No ‘one best way’ e.g. flat structure
Depends on task & environment i.e. contingencies e.g. uncertainty & complexity
Ideal configurations for different contexts
Supportive processes, tools & resources
bureaucracy is not bad, but bad bureaucracy is
broad & two-way communication
encourage challenge, debate & risk-taking
training & development
External focus:
customer focus, not customer driven
sensitive to & actively scan for external opportunities
use formal tools e.g forecasting, QFD
design & participate in diverse networks
Innovative Teams
Teams can be innovative, but beware of
‘group think’ - restricts interpretation & response, homogeneity limits innovation
‘siege mentality’ - group vs. organizational goals, commitment to sub unit vs. organization
means vs. ends - attachment to social system, not course of action