As Kerr is an educator and a professor in universities and not an economist, he examines his idea or creativity in the organization by making inquires starting from top management to the bottom in the organization and also to people who knew what the buyer or customer should be; then he would run it through his network in and outside GE to cross examination and double check or assessment (Davenport et al). Kerr’s successes effectively with the standing of ideas and creativity mainly rely on his continuing exploratory research with great creative thinking skills, expertise and motivation, and they also depend on his outstanding leadership and exceptional organizational culture of innovation in GE (Davenport et al, 2003).
On the issue how to link his idea to his organization or business, Kerr simply collected and gained quick feedback and recommendation about how to present or make use of the idea or creativity to his sixty-five top executives in GE; he would assessed and examined his idea with his top management team first before link it to GE (Davenport et al). Davenport, Prusak & Wilson (2003) analyzed and claimed that getting instant comment or criticism is very critical and vital for a idea, as Kerr in his interview argued: “Gaining quick feedback and translating it into action and results is what advocating ideas is all about” (p. 207). In strategic planning, management must measure or evaluate the courses of idea and creativity or development and expansion to ensure they obtain the best and maximum returns from platforms (Davenport). In ideas and organizational management, feedback, criticism and suggestion not only could turn or develop into the guidance, objective and direction or target and focus of innova...
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...resent diversity within the labor force and “each of them will also have networks of professional associates whose knowledge they can tap in order to solve problems and accomplish tasks. Needless-to-say, diverse people will have diverse networks and provide your company with a vast and diverse meta-network at your disposal” (p.1). In short, in supporting of creativity, innovators essentially need the backing from top leaders, and without that support, many initiatives may break down or die on the vine (Harvard). For any idea to be successful, it is vital that it is aligned with company strategy; there is more likely to occur naturally when top executives involve and take the lead with a idea or creativity initiative and this is a main reason why management commitment is a key factor in the accomplishment of any idea or innovation process (Baumgarther, 2010).
Through short stories and personal observations and experiences, MacKenzie provides insight into maintaining a creative, entrepreneurial culture within the structured and potentially constricting environment of an organization, and society as a whole. He defines “the giant hairball” as a tangled, impenetrable mass of rules and systems that are based on what worked in the past and which can lead to mediocrity in the present. He points out that this “hairball” is built over time without members of the firm understanding that it is even there or its potential to negatively effecting the firm’s ability to remain flexible and creative.
Innovation, what is innovation? Innovation is the creation and implementation of new ideas, methods, or strategies that facilitate a process, add value, or improve quality (Tidd & Bessant, 2013). In fact, innovation is the reason for all the new amenities of today’s 21st century. Moreover, innovation has brought forth new perspectives and ideas that have inspired numerous of businesses to expand and improve their daily operations, increase productivity, resolve dilemmas, and attain a level of success. However, such success cannot be attained without properly examining, planning, embracing, and managing innovation. In other words, organizations must carefully map the process of innovation in order to succeed.
In this article, researchers look at the assessment of creativity in job candidates. Creativity is essential for businesses to succeed. According to Amabile, Conti, Coon, Lazenby and Herron, (1996), consumer demands for innovation, reduction in product life cycles and fierce competition in the marketplace require job candidates to possess attributes of creativity. Amabile et al. (1996) defines creativity as “novel and useful ideas in any domain” (p. 1155). Examples of creativity are demonstrated by an individual’s ability to handle conflict resolution and utilize problem-solving skills. Furthermore, a creative individual is capable of being self-managed. Experience in working and leading teams is also considered characteristic of creativity (Malakate, Andriopoulos, & Gotsi, 2007).
Innovation requires management processes, procedures and selecting ideas that drive growth for the company and the business (Davila, Epstein, & Shelton, 2013). Google uses empowerment as one of the main innovative techniques as a way to drive success. They recognize success comes in the form of different people with different ideas. Google’s business model uses strategic innovation exclusively as their approach to provide company growth and high performance results (He, 2013). This paper will address Google’s rules of innovation by analyzing and evaluating their framework, tools, and operating principles that have branded them a Fortune 500 company.
This work begins by firmly anchoring business innovation within our company structure as well as defining innovation focal points that are relevant to our customers and hold growth potential. The key is cultivating a structured network with internal and external experts. This approach forms the foundation of our innovation
Innovation has a significant impact on the organization giving it a competitive advantage, and today organizations must be innovative to be successful and competitive in the marketplace. Ideas of innovation not only impact organizational strategy, the process, service, and products offered to the consumers. Innovative ideas require the organizational leaders to identify how the implementation process will proceed and its success based on the structure of the organization.
You can help your firm innovate by creating a culture in which all employees are actively encouraged to put ideas forward. But how do you get the best from people and encourage them to be at their most creative Allocate time for new ideas to emerge. For example each team would have set aside time for brainstorming as well as held regular group workshops and arrange team days out. Each team involved in a brainstorming session is likely to be more effective than the sum of its parts. Individuals within the team can feed off each other exploring, testing and refining ideas. You should also give individuals the space to reflect privately on their work if you think they need it. The teams as well as the company probably took
Robinson, A. & Stern, S. (1997). Corporate creativity: How innovation and improvement actually happen. California: Berrett-Koehler Publishers, Inc.
Kelley,T. (2005, Oct.). The 10 faces of innovation. Fast Company, 74-77. Retrieved 6th March’ 2014 from http://web.ebscohost.com/ehost/detail?vid=9&sid=1d6a17b7-c5f7-4f00-bea4 db1d84cbef55%40sessionmgr10&hid=28&bdata=JnNpdGU9ZWhvc3QtbGl2ZSZzY29wZT1zaXRl#db=bth&AN=18386009
A firm that has trouble generating new ideas is dysfunctional in building external and internal networks, therefore their ideas never prosper. The authors imply that a firm must have external sources either through solution solving or discovery via scouting appropriate sources. The authors describe how Proctor and Gamble and Eli Lily find solutions by asking advice of external sources through their websites and offering sizable rewards for the innovative solution. They also described how internal scouts were able to discover a solution for Siemens through an external source: doctoral student’s ideas. The article also emphasizes the importance of internal networks and the formation of cross functional teams to encourage personal networks. Proctor and Gamble has done this successfully through the development of its Olay Daily Facials. Innovation must be from a variety of sources externally and internally.
... teams or learning-by-doing capabilities, which leads to new product and process innovations. Besides that, explicit knowledge is also an important component of innovation. Rodan (2002) in his case study asserts that if one views the confluence of tacit and explicit knowledge elements that create a new idea as probabilistic, increasing the opportunities for the said confluence of knowledge elements should raise the frequency of new combinations occurring, thus positively impacting innovation.
O'Connor et al. (2008) point out that the lack of consensous about the innovation concept itself tends to generate confusion between work teams. This problem is also associated to the slowness and failure to achieve an innovation capability by the organizations. Nelson e Winter (1982) defends that any modification in a product or process without previous experience can be understood as an innovation. For Bessant e Tidd (2009), the theory around innovation process (i.e. Cooper’s stage-gates) were developed based on technological innovations, particularly from the industrial sector. This article adopts the concept proposed by the Innovation Report (DTI, 2003) which define innovation as a successful exploration of new ideas, involving new technologies or applications and its importance to product and service generation, new production process, more efficient or cleaner business models.
Leaders know in their gut that creativity and innovation are the life blood of their o...
New ideas can lead to programs and activities that are superior leaders in an organization. Creativity is what makes new ideas come to live in an organization, leaders often use creativity to keep the business running. The first priority of leadership is to engage the right people, at the right times, to the right degree in creative work. That engagement starts when the leader recasts the role of employees (Harvard Business School Publishing, 2015). Innovation causes leaders to have new ideas and work methods that will impact the organization in the future. A substantial leader will have an effective organization if they apply innovation and creativity to the success of the
Organization operates in a strongly competitive environment manning creativity a vital component in business growth. Creativity is what sparks big ideas, challenges workers way of thinking and make way for new business opportunities,