...Ways to manage creativity and innovation. The author cites in the text different ways to manage and increase creativity and innovation, empazhizing that organizacional structure and doping with structural strain along with some toher management tools help bring effectiveness and competitive advantage to organizations. We will show in the following lines other ways to manage and increse creativity and innovation of an organizaron resides the methods proponed by the author These past 20 years many models of creativity encourage business models have been formulated and succeed, but in the 21st century these methods have become obsolete. Today’s organisations and firms’ have to deal with changeable environment and the need to respond to challenges from new competitors, new partenrs, new products and new techonolgies to reamin competitive, that’s why Jorge Alves[1] emphazises in enabling Team Creativity since “cross-functional or multidisplinary teams are a way to facilitate the involvement of key elements in the conception and development of new products (...) multidisplinary R&D teams, involving individuals from different disciplines, will result in a more complete uniderstanfding of all requirements to design superior products and efficient processes and will facilitate the development maintenance of high levels of creativity...”. This method proposed by Alves can be compared to the measures quoted by Charalampos to increase autonomy and reduce the premature evaluation...
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...#1 Author Susan Cramm claim a point in his article “Put IT Where It Belongs” that IT should not be the organization in the business that leads the mind of the management organization, and what is most important to do is to increasing innovation requires of the business leaders and their teams, and the IT should be the support of leaders not the guide of leaders. Businesses are depending on IT team to much, yeah, they gathers information for business to use, they develop new technology, but they are also the team with doesn’t know about business very well. So in this articles she said a very important word- innovative-IT, I’m not going to say that an innovative IT will obviously help the business but it will save time on IT and will increase the capacity for innovation. I think to put It where it supposed to be is the right way, because business is not what they good at, but once there is a problem, the accountability are still lies in the IT’s hand. For example smart phones, who is inventing and improving them. The IT, but that is it, that is the part they have to take responsibilities for, but now, it is very clear, the responsibility on their shoulder are too heavy, much heavier than what they should of carry. They have a pressure of innovation, when the business is stock or they are facing a bottleneck, they are going back to the IT, so the IT have to deal with the users, that is what ruins the business, what a term in a business can’t contraction on their part, then the whole...
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...Common Principles and Practices Used to Successfully Manage the 21st Century Technology-Intensive Organization. VIJENDRA KALYAN CHAKRAVARTHI NANDURI CWID: 50116137 Assignment #1 TMGT 599 01W Management of Technology in Organizations Presented to: Dr. Jerry D. Parish, Professor of Technology Management October 8 Abstract Effective use of Technology provides a competitive edge. Technology is a means, not an end. People are the most important resources. Most projects fail due to poor management. The lessons learned from the traditional business management practices and principles which lead for the today’s technology – intensive organizations are * Imbalance between technology generation and technology diffusion in the Industries * Requirements of international facility location and technology transfer * Technology will be useful only when it is used. * More emphasis needs to be placed on adoption, adaptation, and exploitation of technology. Technology refers to the theoretical and practical knowledge, skills, and artifacts that can be used to develop products and services as well as their production and delivery systems...
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...International Journal of Innovation Management Vol. 5, No. 3 (September 2001) pp. 377–400 © Imperial College Press DEVELOPING INNOVATION CAPABILITY IN ORGANISATIONS: A DYNAMIC CAPABILITIES APPROACH BENN LAWSON Department of Accounting, The University of Melbourne Victoria, 3010, Australia e-mail: blawson@unimelb.edu.au DANNY SAMSON Department of Management, The University of Melbourne Victoria, 3010, Australia e-mail: d.samson@unimelb.edu.au Received 1 February 2001 Revised 18 August 2001 Accepted 21 August 2001 This paper draws together knowledge from a variety of fields to propose that innovation management can be viewed as a form of organisational capability. Excellent companies invest and nurture this capability, from which they execute effective innovation processes, leading to innovations in new product, services and processes, and superior business performance results. An extensive review of the literature on innovation management, along with a case study of Cisco Systems, develops a conceptual model of the firm as an innovation engine. This new operating model sees substantial investment in innovation capability as the primary engine for wealth creation, rather than the possession of physical assets. Building on the dynamic capabilities literature, an “innovation capability” construct is proposed with seven elements. These are vision and strategy, harnessing the competence base, organisational intelligence, creativity and idea management, organisational structures...
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...precise illustration, explain how BMW has planned innovation and new product development to manage its technology life cycle, i.e., product life cycle The ways in which BMW has planned innovation, and new product development, to manage their technology life cycle and product life cycle, has been accomplished through consistent innovation. In consideration of the life cycle of BMW, there are many factors taken into account when developing a marketing strategy. Life Cycle Value Assessment (LCVA), or life cycle analysis, is a tool used to determine environmental, economic, and other various determining factors which can influence the entire life cycle of a given product. It also serves to influence important business decisions. The continued growth and success of BMW can be defined by the way in which they focus on culture as a company. According to the article, Innovation: A Strategic HR Imperative, “For example, BMW’s continued success is its strategic focus on developing customer-friendly innovations, coupled with an approach to innovation management that is unique within the automotive industry” (Stanleigh, 2012). BMW sets themselves apart because they prescribe to the philosophy of a company knowing what it stands for, and capitalizing on its strengths; by doing so it can more easily develop and implement a clear strategy. While some companies put their primary focus on manufacturing, BMW also incorporates innovation throughout every department within the organization...
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...base handset manufacturer, started to going down in Q1, 2012. The main reasons include a fight with Apple on smartphone IP, the market reaction on the integration of the main OS suppliers (Android of Google and Microsoft Mobile) with cellphone manufacturers (Motorola and Nokia), and the launching of a new category of handset device, the tablets. Since those challenges, Peter Chou, the HTC´s CEO, recognize that is the moment to make important decisions in order to compete successfully and sustainably in the competitive mobile devices market. Among the HTC´s issues that Chou hope to resolve are: How to differentiate its strategy in a sustainable way?, What actions and strategy follow in order to manage uncertainty and to anticipate the changes of the acquisition of Motorola by Google and the alliance Microsoft-Nokia?, Will they need to develop their own OS or license another from the market?, How compete in the market of tablets? How important is for the company be leader in tablet?, and How face the Strategy IP be moving forward? Problem: HTC is a well know Taiwanese company, recognized as one of the best handset hardware manufacturer. At the beginning they were producing handset for well-known companies such as Microsoft, Compaq, Handspring (Treo) and even Google. Later they focused in carrier operators in the US, Europe and Asia. In the last few years they were...
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...need to greatly change how they manage. The 20th century model of designing and managing companies, which emphasized hierarchy and the importance of labor and capital inputs, is no longer applicable1. Forward-looking executives will respond to this challenge by developing new ways to bring innovative products and services to the marketplace2. New approaches to managing employees and organizing talent to maximize wealth creation may provide companies with a competitive advantage. As companies change the direction of the firm, they will have to balance revolutionary thinking with practical experience3. Scholars believe that the management of technology will be crucial for success within the first few decades of this century. There are three reasons why technology will be important in the current and future environment4. As Lowell (author of Mobilizing Minds) says, first is the impact of new technology. Technology provides the availability of powerful new tools for coordinating human effort. Second, increasing global demand for goods and services will require companies to be adaptable and innovative5. Third, technology can be used to identify unmet consumer needs much more quickly than in the past (e.g., i-phone)6. Lowell believes that strategic leadership must include innovation. The scarce resources in any company today are discretionary spending, talent, and knowledge. The issue isn’t just innovation, but being able to implement the innovation throughout the company. Bryan believes...
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...Innovation is the driving force for the advancement of technology, and always has been. But where does innovation come from? It comes from within, as it is highly dependent on one of the most basic facets of human nature, being unsatisfied with current situations. We, as human beings, are never truly satisfied, and this has led us to better ourselves and to innovate, and will continue to lead us to innovate in the future. The quote “Everything that can be invented, has been invented” (attributed to Charles Duell) couldn’t be more wrong. Dr. Kumar, a professor at London Business School makes a few interesting points on the topic of innovation, but more specifically, outsourcing innovation. While India has made a splash in the information technology aspect of business, it is becoming increasingly clear that India is starting to innovate in the management side of things. Therefore, India is destined to also become a global leader in both management and management innovation. Manufacturing isn’t the only thing that foreign countries have to offer US companies anymore. Kumar talks about four different kinds of “invisible” innovation (innovation not usually seen by consumers) coming from India. The first kind is known as Business to Business innovation, also known as B2B. These products are inventions made by businesses in their research & development departments. R&D projects in India have been shown to be as competent as American R&D projects, therefore debunking...
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...TL 038 INNOVATION PROJECT MANAGEMENT: A RESEARCH AGENDA SERGEY FILIPPOV; HERMAN MOOI DELFT UNIVERSITY OF TECHNOLOGY, DEPARTMENT OF INNOVATION SYSTEMS RESEARCHER AT DELFT CENTRE FOR PROJECT MANAGEMENT (THE NETHERLANDS) Abstract th Originally developed in the mid-20 century, project management has become a distinctive way to manage business activities nowadays. Another important development is virtually universal recognition of the role of innovation and technology in the corporate change, growth and profitability. It is unsurprising that development of innovation is often run as a project. Yet, theoretically both project management and innovation studies have evolved over time as distinctively separate disciplines. In this paper we make an attempt to conceptualise the innovation project management and to specify the idiosyncratic nature of innovation projects as opposed to conventional projects. By doing so, we contribute to the nascent academic debate on the interplay between innovation and project management. Key words: project management, innovation, technology 1. Introduction This paper is concerned with three topics and the interplay between them, namely “Innovation”, “Research and Development (R&D)” and “Project Management”. The interest in these topics has exploded recently as they emerged both on the policy agenda and in the corporate strategies. The contribution of technological innovation to national economic growth has been well established in...
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...Organizational Impact Paper Raul Vargas Jr. OI/361 The rapid technological changes and global forces are sending a very clear message to every business organization: Innovate or dye. Organizational structures can easily hinder or foster innovation. Potential pitfalls can derive as a result of deeper factors embedded in a firm’s organizational DNA. Without a doubt, innovation is the key driver of value creation if companies want to remain on the competitive edge. Although there is no perfect organizational structure for every innovation environment, different types of organizations work successfully under different circumstances. Three different types of organizational structures will be in discussion: the functional, divisional, and the matrix structure as well as the potential impact that innovation can bring on strategy, process, product or services within each organizational structure. The functional structure is built on a strong hierarchy in which each employee’s position and function are clearly defined with a specific role to perform. This structure is the most formal and bureaucratic because it follows a strict chain of command. Among the different types of organizational structures, a functional structure works very well in organizations that do not change their work functions and methods frequently. However, large organizations with this structure demands for a very powerful management for internal conflicts resolution, and issues...
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...Making innovation work: How to manage it, Measure it, and Profit from it By Davila Epstein and Shelton Summary In this book the authors provide clearly defined methods and guidelines for creating and sustaining innovation strategies that best fit a specific company. The book covers a lot of topics about innovation from the management’s prospective. It starts from evaluation the innovation state of one company to how to design an innovation strategy while integrating /balancing innovations between technology and business model; it talks about how to manage innovation by fighting organizational antibodies (from bureaucracy to not-invented-here syndrome) and leverage technology to design innovation process; and finally it touches on how to measure and reward innovation using incentives, designing measures. Overall opinion My overall impression about this book is it is insightful as well as practical. I like the way how the authors explained innovation using matrices, tables, figures, cases instead of plain theories so that readers could use the tools to troubleshoot their company’s situation and relate real company cases to innovation and identify what needs to be improved to maximize value and profits. I also like the fact that this book looks beyond product, process innovation to address the business model innovation and the balance one company should find between innovating business model and technology. Something I do not quite like about the book it’s the cases selected...
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...Question 1 By the 1970’s IKEA had expanded its market share throughout Scandinavia with a total of nine stores in the entire region. The furniture market mainly consisted of fragmented and high cost retailers, where a lot of the products that they had in their stores were not readily available. Thier competitive advantage was being the best-cost provider within the furniture market, while adding conveniences for the customer such as an in-store restaurant, a care center for children, self-service warehouse and check out procedures. IKEA sold furniture which had high quality, elegance, and functionality at a very low price, along with the ‘experience ‘of IKEA. They were able to provide such low cost products was because they were able to use differentiation and outsourcing with their suppliers to cut down of transportation and transaction costs. For example in 2008 IKEA had over 1,000 different suppliers in 54 different countries. Thier top sourcing countries (China, Poland, Italy, Sweden and Germany) were able to provide IKEA furniture to any where in the world while still maintaining minimal transaction and transportation costs. Question 2 IKEA’s expansion into Western Continental Europe was a great success for the company. They quickly established a firm grip of the market with their first store opening in Switzerland. This was due to the similarities the European market had with the Scandinavian market. Much like the scandinavian model, Europes’ furniture market was...
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...Group 16 Innovation in Product Submission #2 Anant Jain B15131 Ankit Goel B15132 Anshul Jain B15134 2015 1. Introduction Innovation is refinement in a product, process, method, or a part thereof. Innovation has become a buzz-word in recent years, with increasing relevance of ‘innovation-centred business models’, and ‘innovation-led-entrepreneurism’. In fact, the success stories of Industrial America, technological Silicon Valley, American financial market, etc., are tales of constant innovations. ‘Digitization’ has shifted access to knowledge and information from a privilege to convenience: anyone who is willing and able to pay, has an access. Also, sharing of information and flow of payments and tenders through internet has changes businesses like never before. 1.1 What is Product Innovation? Product Innovation can be defined as creating a new product, or making changes in the existing product, or creating a differentiation in terms of utility or features of the product. Light Bulb, telephone, microprocessors, digital displays were great innovation in terms of making of new products, i-pods, cell phone, integrated circuits were innovations in terms of modification in existing products. Not all product innovations are technological breakthroughs- take a safety pin for example. Even candle, fountain pen, and scissors are examples of path-breaking revolution, that didn’t require significant technology, or invention capabilities. On the other...
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...the market. In strategic aspects, technology acquires optimum performance from a company in a bid to attain superiority in the market. Discuss the role of innovation in the strategic management process. Innovation is an effective tool that offers value to an organization. In the commercial world, there is one thing that is persistent and constant; that is change. Therefore, this necessitates innovation, and creativity to serve as the backbone in organizations. These two principles are vital in every organization that aspires to remain a going concern in the market. A company that embraces innovation assures positive performance in the market as compared to its competitors. Innovation is a market positioning tool in the strategic placement of its products. This ensures a company is able to handle any changes the market will pose. The market is controlled by choice. The customers are those who determine how competitors react to the needs, and demands of the clients. If companies are innovative, they ensure they are prepared at all times through adequate planning. This reduces expenses in terms of risks. Innovation is the mode in which a company maintains its image in the market. A company like Apple Incorporation uses innovation and creativity as a way to brand itself different from Microsoft, and other companies. Innovation maintains the freshness, and the company’s competitive position in the market. Define...
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...Evolution of Business Nikoa Jefferson MGT/426 April 25, 2015 Sharla Walker Evolution of Business Role of Innovation The business environment is continuously evolving with the integration of new management trends developed to create opportunity and respond to various challenges. However, with the unpredictability of the business environment which is driven mainly by globalization and technology, innovation turned out to be increasingly important to success. It means that innovation and strategy is converging to help in productivity. Innovation has the potential to change the agents within an organization to become better entrepreneurs to meet various challenges. Strategic thinking is crucial in creating a coherent, integrative and unifying framework for making decisions particular regarding the direction in which an organization goes and the resources it plans to utilize (Goldsmith, 2009). In some way, strategic thinking utilizes external and internal data, perceptions and opinions. It is proactive, conscious and explicit while defining competitive realm for strategic advantage in the organization. Strategies are formed to improve the performance of an organization which means that the company will have to conduct something unique and different compared to that of the competitors. Whenever an organization develops a new strategy, it means that they are establishing change whether it is innovative...
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