A8CACPLS 1C

lnnCvA1lCn Anu
C8CAnlZlnC
repared by
Angel Ann !allaAbad
!ollLo C 8amos !r
uarwln 8 Cevana
1
Central Problems in the
Management of
Innovation
OutIine
JaL ls lnnovaLlon"
ManagemenL of ldeas
1e ManagemenL of ALLenLlons
Jays Lo Manage ALLenLlon
1e ManagemenL of arLJole
8elaLlonslps
lnsLlLuLlonal Leaderslp and lnnovaLlon
ConLexL
Concluslon
11/11/2011 2
looovotloo ls deflned as Le developmenL
lmplemenLaLlon of new ldeas by people
wo over Llme engage ln LransacLlons wlL
oLers wlLln an lnsLlLuLlonal order"
looovotloo ls deflned as Le developmenL
lmplemenLaLlon of new ldeas by people
wo over Llme engage ln LransacLlons wlL
oLers wlLln an lnsLlLuLlonal order"
nLJ luLAS nLJ luLAS
LCLL LCLL
18AnSAC1lCnS 18AnSAC1lCnS
lnS1l1u1lCnAL
CCn1Lx1
lnS1l1u1lCnAL
CCn1Lx1
nLJ luLAS nLJ luLAS
LCLL LCLL
18AnSAC1lCnS 18AnSAC1lCnS
lnS1l1u1lCnAL
CCn1Lx1
lnS1l1u1lCnAL
CCn1Lx1
nLJ luLAS nLJ luLAS
LCLL LCLL
18AnSAC1lCnS 18AnSAC1lCnS
lnS1l1u1lCnAL
CCn1Lx1
lnS1l1u1lCnAL
CCn1Lx1
An looovotloo ls a new ldea wlc may be a
recomblnaLlon of old ldeas a sceme a formula
or a unlque approac wlc ls percelved as new
by Le lndlvlduals lnvolved 4s /onq os the ideo
is perceived os new it is on innovotion
1eohnioal lnnovation
New 1eohnologies
New produots
New 3ervioes
Administrative lnnovation
New Prooedures
New Polioies
New 0rganizational lorms
looovotloo ls ofLen vlewed as a good Llng
because Le new ldea musL be proflLable or
solve a problem
new ldeas LaL are noL useful are noL called
looovotloos Ley are Called mlstokes
klmbetly (1981)
looovotloo ls ofLen vlewed as a good Llng
because Le new ldea musL be proflLable or
solve a problem
new ldeas LaL are noL useful are noL called
looovotloos Ley are Called mlstokes
klmbetly (1981)
1 Pow and Jy cerLaln lnnovaLlve ldeas galn
good
remarks?
2 Pow and Jy people pay aLLenLlon Lo only
cerLaln new
ldeas and lgnore Le resL
1ese Lwo (2) quesLlons dlrecL our focus Lo
problems Lo
Management of Ideas
Management of Attent|on
An innovative idea without a
champion gets nowhere or die"
ona|d Schon
Tbreatening
Disrupti\e
E\ent
An ldea ls generaLed
once a roblem or
CpporLunlLy ls
recognlzed
$olutions
$urface

C
I

I

A
h|Ch
APPRE6|AT|0N ART|6ULAT|0N A00PT|0N |N8T|TUT|0NAL|ZAT|0N 0E6AY
S1AGS CV 1IM
etwork
Gal\anize
lolitical
Debate
Legitimation
Taken for
Granted
SoluLlons begln Lo
surface as a resulL of
eople wo supply Le
Lnergy necessary Lo
ralse Le ldeas Lo
ubllc consclousness
As ldeas surface
cerLaln unlLs begln Lo
geL spurred by Le new
ldeas and become key
layers
ldeas don'L solldlfy
wlLouL Le lnvolved
unlLs geLLlng lnLo a
pollLlcal dlspuLe over
merlL of Le ldea
ldeas Len galn
leglLlmacy as lL ls Laken
up by people wo are
consldered powerful
ln Le company
An ldea remalns
lnsLlLuLlonallzed for
only as long lL solves
Le problem and as
long as Le people ln
power lnvolved ln Le
pro[ecL sLay ln power
1erefore lL means LaL some ldeas requlre
ong|tud|na| study of the Soc|a| and o||t|ca|
rocesses by wlc eople become lnvesLed
aLLaced Lo new ldeas and pus Lem Lo be
Plgly remarked
1erefore lL means LaL some ldeas requlre
ong|tud|na| study of the Soc|a| and o||t|ca|
rocesses by wlc eople become lnvesLed
aLLaced Lo new ldeas and pus Lem Lo be
Plgly remarked
8ut how do |nd|v|dua|s become
attached to and |nvest effort |n
the deve|opment of |nnovat|ve
|deas?
11/11/2011 16
1he answer to th|s quest|on
re||es on the hys|o|og|ca|
|m|tat|ons of numan 8e|ngs
Most eop|e have very short
Spans of attent|on the
Average person can reta|n
raw data |n short term
memory for on|y a few
seconds
Most |nd|v|dua|s are a|so
very eff|c|ent processors of
rout|ne tasks Sk|||s for
perform|ng repet|t|ve tasks
are embedded |n a person's
Subconsc|ous
What most |nd|v|dua|s th|nk
about the most |s what they
w||| do but what they do the
most |s what they th|nk about
1he |east
As dec|s|on comp|ex|ty
|ncreases so|ut|ons become
|ncreas|ng|y error prone
means become more |mportant
than ends and rat|ona||zat|on
becomes rat|ona||ty
11/11/2011 17
ICG S1C
Jen frogs are placed lnLo a bolllng pall of
waLer Ley [ump ouL Ley don'L wanL Lo
boll Lo deaL
Powever wen frogs are placed lnLo a cold
pall of waLer and Le pall ls placed on a
sLove wlL Le eaL Lurned very low over
Llme Le frogs wlll boll Lo deaL
11/11/2011 18
Group and Crgan|zat|ona| |m|tat|ons
Groups m|n|m|ze |nterna| conf||ct and focus on
|ssues that max|m|zes consensus
"outgroup" conf||ct st|mu|ates "|ngroup"
cohes|on
It |s exceed|ng|y d|ff|cu|t for groups to enterta|n
threaten|ng |nformat|on wh|ch |s |nherent to
|nnovat|on
eadersh|p needs to break the hab|t of
structure and system for peop|e to be
attent|ve
19
Well managed companies are not
only close to their customers, they
search out and focus on their most
demanding customers."
|chard -ormann
20
Learnlng Models for Managlng ALLenLlon
Slngle Loop Learnlng
uouble Loop Learnlng
,n,innnov,tion
21
CenLral roblems ln Le
ManagemenL of lnnovaLlon
arLwole 8elaLlons
lnsLlLuLlonal Leaderslp
A1 A1 WnC A1IC-S WnC A1IC-S
22
Central Problems in the
Management of
Innovation
PART-WHOLERELATONS
rollferaLlon of ldeas
rollferaLlon of eople
rollferaLlon of 1ransacLlons
rollferaLlon of luncLlons
11/11/2011 23
PART-WHOLERELATONS
11/11/2011 24
1e ob[ecLlve ls Lo develop synergy
ln managlng complexlLy
S-G
+ 3
or more
11/11/2011 23
PART-WHOLERELATONS
1e quesLlon now ls ls Lere a way
Lo avold avlng Le wole be
less Lan or meanlngless sum of Le parLs?
1e quesLlon now ls ls Lere a way
Lo avold avlng Le wole be
less Lan or meanlngless sum of Le parLs?
A way |s needed to des|gn the
who|e |nto the parts and th|s |s
by pursu|ng w|th the concept of a
Pologram
11/11/2011 26
PART-WHOLERELATONS
8u
rod
MarkeL
Lnd user
MarkeL
8u
rod
Lnd user
1echno|ogyr|ven ustomerr|ven
ineor 5equentio/ coup/inq
11/11/2011 27
PART-WHOLERELATONS
5imu/toneous coup/inq
rod
MarkeL 8u
11/11/2011 28
PART-WHOLERELATONS
our lnterre/oted uesiqn Princip/rs
Self
Crganlzlng
unlLs
8edundanL
luncLlons
8equlslLe
varleLy
1emporal
Llnkage
I-S1I1D1IC-A ASnI I-S1I1D1IC-A ASnI
29
Central Problems in the
Management of
Innovation
NSTTUTONALLEADERSHP
CollecLlve ablllLy of leaderslp Lo deLecL
and cope wlL nA-GS ln Le
I-1-A O1-A -VIC-M-1
by malnLalnlng Le IMA GCAS of
Le organlzaLlon
Taken From: http://deepthought.ttu.ee/majandus/tekstid/TUTWPE_08_172.pdf
ORGANATONAL
ELD
I-1ACGA-I2A1IC-A I-IAS1D1D
JlLln Le organlzaLlon eg pollcles 8u
employees program ln lnnovaLlon
O1ACGA-I2A1IC-A I-IAS1D1D
road culLural and resource endowmenLs LaL
socleLy provldes eg laws gov'L regualLlon
dlsLrlbuLlon of knowledge and resourcessLrucLure
of lndusLry locaLlon
NNOVATONONTEXT
Taken From: http://www.reply-mc.com/2008/05/18/my-inconvenient-truth-part-1/
Se|zn|ck's What eaders Shou|d o?
Extern,ISupportinech,nism
ongruent to Societal Norms & Values
ulturally / ognitively legitimate when
connected to wider belief system
OvercomeExtern,IEnemies
nstitutions don't exist in a vacuum
Technological positioning
ntern,Ionsistency
haracter
ission
Values
Purpose & Goal
Taken From: http://kimboal.ba.ttu.edu/selected%20writings/institutional%20leadership%20paper.pdf
ey Learnlng ey Learnlng
Je ueflne JaL ls lnnovaLlon
lnnovaLlon can be sLrucLured by managlng lL and
converL lnLo useful currency (CCCuS)
new ldeas
eople uy ln
Leaderslp
rocess
1ypes of lnnovaLlon
AdmlnlsLraLlve lnnovaLlon
1ecnlcal lnnovaLlon
ey Learnlng ey Learnlng
CLC's Managers and LnLrepreneur sould
ploneer ln developlng 51k416l5 51k416l5 Lo culLlvaLe
Lls lnnovaLlon
Leaders sould be vlslonary and Llnk long
Lerm
Lvery can be a leader
36
1PAn ?Cu