Vous êtes sur la page 1sur 10

r

Successfully Creating an

sa
Innovative Organization

as
M
s
ku
ar

AIM-Seminar
M

Summer Term 2008


Markus Massar
Companies focus on single elements
rather than considering a wholistic
composition of a corporation

r
sa
Organizations strive for

as
competitive advantage
by simply implementing

M
What key elements do
innovation processes.
successful organizations

s
But companies do NOT
look at when creating an
ku
unfold full innovative
innovative organization?
potential or even fail
ar

introducing innovation
M

processes.
Developing essential organizational
elements is key to a successful
creation of an innovative organization

r
sa
Corporate

as
Culture

M
Leadership Strategy Business Processes

s
Goal orientation
ku
Framework of choices Stimulation
Nature of organization Flexibility
Role models
Direction Contribution
ar
M

Source: Brache 2001


Continuously assessing and improving C

innovation maturity fosters a wholistic L S P

perspective on corporate culture

r
sa
Innovation Maturity 5 Stage Model

as
Measured in terms of High
Level
5
Innovative Capabilities

M
from individual random problem solving
Level
to sharing of radical innovation
4

(cultural artifacts)
Innovation Results

Results
s
Level
from single innovations
3
to strategical breakthroughs
ku
Level
relates to 2
ar
Level
1
Corporate Low
M

Low High
Culture Capabilities
(learning stage)

Business
Leadership Strategy
Processes
Source: Bessant 2003
Influenced by culture, leadership C

fosters a fundamentally innovative L S P

business strategy

r
sa
as
Hybrid Leader

Conventional Leader

M
Excellent in managing daily standard operations

Lateral Leader
Leadership

develops
Outstanding performance in motivating teams

s
Strategy
ku
Communication tasks
Identify challenge for continuous
ar
improvement
Imagine a possible bright future
M

Discuss prospective goals

Source: Sloane 2003


Business strategy deriving from C

leadership creates business processes L S P

strongly supporting innovation

r
sa
Commitment to innovative culture

as
Imperative for corporate viability

M
Development of corporate culture

generates
Strategy

Long-term learning process

s
Business
Processes
ku
Organizational setup
Supporting policies and processes
ar

Metrics and measurement


M

Feedback on creative efforts

Sources: Brache 2001, Bessant 2003, Sloane 2003


Business processes derived from C

strategy reinforce innovative corporate L S P

culture, thus boost innovation maturity

r
sa
Innovation-supporting processes

as
Standard business processes…
Business Processes

e.g. payment schemes, career planning, educational

M
offers, training-on-the-job, job-rotation, internal
communication, controlling processes

reinforce
…need to be deeply linked to

s
Corporate
Culture
ku
Innovation processes
Methodologies and policies
ar
implemented on different
organizational levels
M

e.g. problem finding/solving cycle at employee level,


innovation funnel at management level, decision-
making authority depending on maturity level

Sources: Brache 2001, Bessant 2003, Sloane 2003


Assessing and continuously improving
corporate innovation maturity is key to
successfull implementation of an innovative
corporate culture and innovation processes!

r
sa
High

as
C

Level 5
L S P

M
C

Level 4
(cultural artifacts)
Results

L S P

s
C

Level 3
ku L S P

Level 2
ar
L S P

Level 1
M

L S P
Low
Low Capabilities High
(learning stage)
Source: Bessant 2003
r
sa
as
M
s
ku
Thank you for your attention!
ar
M
C

Main sources
L S P

r
sa
Bessant, John 2003. High-involvement Innovation: Building and Sustaining Competitive

Advantage Through Continuous Change. Chichester: John Wiley & Sons Ltd.

as
Brache, Alan 2001. How Organizations Work: Taking a Holistic Approach to Enterprise Health.

M
New York: John Wiley & Sons Inc.

Sloane, Paul 2003. The Leader's Guide to Lateral Thinking Skills: Powerful Problem-solving

s
Techniques to Ignite your Team’s Potential. London: Kogan Page Ltd.
ku
ar
M