Organizational Planning of Innovation

New or die! You need to focus on organizational innovation or you will be obsolete! You need to overlap through your layout! Business innovation is the life of modern business!

Call for action go back and forth. But how? How to take advantage?

More importantly, how can you organize your business to encourage and support innovation? That sounds easy. And it is certainly easy to say. But to do that is the total shot!

Okay, time to relax. The truth is that most organizations are poorly structured to encourage innovation. However, there is not a lot of stretching to recreate the modern organization in an innovative machine. The hard part is to get people to embrace new ways to do things.

Fortunately, this is not the subject of this article.

In this article, I will focus on defining an organization that encourages innovation. Structure that will help companies embrace change and look new.

To do that, we first need to look at four terms. They are:

1. Historical description of the organization

2. What is innovation?

3. Where do new ideas come from?

4. Innovation and organization.

Historical organizations have been described as three groups – strategic, tactical and supportive. The problem with this definition lies in its origins 200 hundred years ago. As a result, it was based on advice received from surviving leaders of the Napoleonic wars. And frankly guaranteed the nature of the war at that time that all who knew what they were doing were dead! It's like asking the poor how to get rich. And for 200 hundred years we have bought a myth that made Napoleon (who did not agree with the legend) to conquer most of Europe.

What is the real structure of organizations? And how can a company be organized for innovation?

Innovation is a product of creation and implementation. In fact, it is bringing together ideas and activities. Without implementation, it can not be an innovation. Without creation, it can not be an innovation. Both are necessary.

Tradition states that creation is in the strategic group. This is a group of senior executives who see everything and decide how to respond. The reaction is then carried out by a tactical team and innovation is taking place. Of course, in a real world it is not!

In fact, creativity comes from outside. To paraphrase Einstein, think the same, do the same. Yes, you can add incremental. But for innovation, you need ideas from outside the organization.

How are you designing your organization's organization for innovation?

First, you must admit that there are three different groups within each company.

The management team is responsible for the day-to-day operations of the company. One of their main characters is that they do not want to change. The change is inefficient. The change is disturbing. Think of it as an arrow that flies between two points.

The strategic group is responsible for deciding what innovations are taking advantage of. In fact, it's a creative group within the organization. It is difficult that the creation really is primarily from both the highest and lowest parts of the organization. These groups interact with most outsiders. Those in the middle tend to focus internally. The organization must embrace both extremes to encourage creation. A condition that is not common in modern business. Nevertheless, this group will determine the goal the arrow flies to.

The third group is a task and change management group. The purpose is to set the workgroup to meet the policy group. Effectively, it implements creativity. To do this, we have specialized skills to change the management team and its processes. Basically, it's got to turn the pole so they point to the new goal.


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