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TOPIC 3 : BUILDING THE INNOVATION ORGANIZATION - Coggle Diagram
TOPIC 3 : BUILDING THE INNOVATION ORGANIZATION
INNOVATIVE ORGANIZATION
EXTERNAL FOCUS
CUSTOMER FOCUS NOT CUSTOMER DRIVEN
SENSITIVE TO & ACTIVELY SCAN FOR EXTERNAL OPPORTUNITIES
USE FORMAL TOOLS SUCH AS FORECASTING, QFD
DESIGN & PARTICIPATE IN DIVERSE NETWORKS
SUPPORTIVE PROCESSES, TOOLS & RESOURCES
BROAD & TWO WAY COMMUNICATION
ENCOURAGE CHALLENGE, DEBATE & RISK-TAKING
BUREAUCRACY IS NOT BAD, BUT BAD BUREAUCRACY IS
TRAINING & DEVELOPMENT
APPROPRIATE STRUCTURE
DEPEND ON TASK & ENVIRONMENT THAT IS CONTINGENCIES. FOR EXAMPLE UNCERTAINTY & COMPLEXITY
IDEAL CONFIGURATIONS FOR DIFFERENT CONTEXTS
NO 'ONE BEST WAY' SUCH AS FLAT STRUCTURE
KEY INDIVIDUALS, STRONG TEAMWORK
JOB ROTATION, CROSS-FUNCTIONAL TEAMS
STRONG PROJECT MANAGEMENT
INVENTORS, CHAMPIONS, ENTREPRENEURS, GATEKEEPERS
CHARACTERISTICS OF AN INNOVATIVE CLIMATE
IDEA TIME & SUPPORT
PLAYFULNESS & HUMOUR
TRUST & OPENNESS
CONFLICT & DEBATE
FREEDOM & AUTONOMY
RISK-TAKING
CHALLENGE & INVOLVEMENT
CLIMATE VS. CULTURE
DIFFERENT DISCIPLINES INVOLVED
NORMATIVE VS. DESCRIPTIVE
DIFFERENT LEVELS OF ANALYSIS
MORE EASILY OBSERVABLE & INFLUENCED
INNOVATIVE LEADERSHIP
CONTINGENCY APPROACH TO LEADERSHIP
TASK BEHAVIOUR (GUIDANCE & DIRECTION)
RELATIONSHIP BEHAVIOUR (SUPPORT & TEAMS)
EFFECTIVENESS OF DIFFERENT STYLES OF LEADERSHIP WILL DEPEND ON THE CONTEXT
MATURITY OF FOLLOWERS - ABILITY & WILLINGNESS OF PEOPLE TO DEFINE & TAKE RESPONSIBILITY FOR OWN TASK BEHAVIOR
INNOVATIVE TEAMS
TEAMS CAN BE INNOVATIVE BUT BEWARE OF :
'SIEGE MENTALITY'
GROUP VS ORGANIZATIONAL GOALS, COMMITMENT TO SUB UNIT VS ORGANIZATION
'MEANS VS. ENDS'
ATTACHMENT TO SOCIAL SYSTEM, NOT COURSE OF ACTION
'GROUP THINK'
RESTRICTS INTERPRETATION & RESPONSE, HOMOGENEITY LIMITS INNOVATION
ORGANIZATIONAL SLACK
ORGANIZATIONAL SLACK IS THE DIFFERENCE BETWEEN RESOURCES AVAILABLE & THOSE CURRENTLY NEEDED
ORGANIZATIONAL SLACK, INNOVATION & PERFORMANCE
WHEN LESS SUCCESSFUL, ORGANIZATION SEARCHES FOR PROBLEMS & THEIR SOLUTION, TENDS TO REDUCE SLACK
WHEN SUCCESSFUL, AN ORGANIZATION GENERATES MORE SLACK, WHICH PROVIDES GREATER RESOURCE (PEOPLE, TIME, MONEY) FOR LONGER TERM, SIGNIFICANT INNOVATION
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
LEADERSHIP, SHARED VISION & CLIMATE
BROAD VISION, NOT DETAILED STRATEGY
ORGANIZATIONAL CLIMATE - THE WAY WE DO THINGS AROUND HERE
INNOVATION LEADERSHIP, NOT SENIOR MANAGEMENT