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FERNANDO SOUSA, PH.D. CIEO/ UNIVERSITY OF THE ALGARVE (fernando.sousa@apgico.pt) ILEANA MONTEIRO, PH.D. CIEO/ UNIVERSITY OF THE ALGARVE 2013 MSKE (3RD INTERNATIONAL CONFERENCE ON MANAGING SERVICES IN THE KNOWLEDGE ECONOMY) FAMALICÃO (UL), 17-19 JULY
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A B E N C H M A R K I N G S T U D Y O N O R G A N I Z A T I O N A L C R E A T I V I T Y P R A C T I C E S , I N H I G H T E C H N O L O G Y
I N D U S T R I E S
F E R N A N D O S O U S A , P H . D .
C I E O / U N I V E R S I T Y O F T H E A L G A R V E
( f e r n a n d o . s o u s a @ a p g i c o . p t )
I L E A N A M O N T E I R O , P H . D .
C I E O / U N I V E R S I T Y O F T H E A L G A R V E
2 0 1 3 M S K E ( 3 R D I N T E R N A T I O N A L C O N F E R E N C E O N M A N A G I N G S E R V I C E S I N T H E K N O W L E D G E E C O N O M Y )
F A M A L I C Ã O ( U L ) , 1 7 - 1 9 J U L Y
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RESEARCH OBJECTIVE
To provide a benchmarking list of initiatives dealing with the development of
organizational creativity and innovation in high technology industries
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SUBJECTS
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BIO TECH
NANO TECH ICT ECO-
INNOVATION
OTHER
RECOMMENDED
AS LEADING R&D
•NORTH CAROLINA BIOTECH. CENTER
•LUND UNIV.
•TEL-AVIV UNIV.
•WASEDA UNIV
* NOKIA
•BO=1 AREA (MALMO)
•ZERO WASTE ACADEMY (JAPAN)
* IRISH “SOFT LANDING”
RECOMMENDED
AS CREATIVITY
EXEMPLES
•BÜHLER FACTORY
•UNILEVER R&D
•PFIZER
INCLUDED IN BIO TECH
•HERMIA LIVING LABS
•YDREAMS
•BOSH INNOVATION
•ROTOR COMPANY
•WEIN MINERALS
•SENSATA TECHNOLOGIES
•SONAE
•BRISA
• DROMONE
CREATIVITY, INNOVATION AND PROBLEM SOLVING
PROBLEM SOLVING Creativity relates to problem definition and solution finding
between the individual and what is being created. It is mainly an emotional and cognitive individual process.
Innovation relates to communication and power. It requires a
series of problem definitions, in order to carry out a decision or an idea, thereby making it difficult to separate creativity and innovation at organizational level.
Not everyone can be an inventor but everybody can add value to
the organization.
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Creativity: Problem
definition and
solution
finding
Innovation: Value creation
CONTEXT
Priority given to R&D may probably be shared in the near future with
organizational innovation policies as the Fuzzy Back End of
Innovation.
Intrapreneurship, organizational or corporate creativity and innovation,
must be seen as the workforce potential to promote changes in the
benefit of the organization.
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Process Product
Organization
CLIENT
RESULTS
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IDEA GENERATION
IDEA SELECTION
IDEA REWARDS
.
LEADING
R&D 2 1 1
.
OTHER
COMPANIES .
9 8 8
CASE STUDY
DROMONE INDUSTRIES
IMPROVE SALES & CUSTOMER SERVICE
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PROBLEM STATEMENTS
Customer survey results indicated issues with poor level of customer service
Poor internal communication between departments
in the company Engineering Department was not accountable for
customers The selection of a suitable training programme was
proving difficult for the company
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INITIATIVES DEVELOPED
Diversification facilitated in the company, by innovation management workshops, product, industry and geography
Workforce participation policies
Adaptation of reward management systems to a more intrinsic and developmental approach to retribution
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RESULTS
Sales increased by 21%
Increased customer facing people in the company from 2 to 12
Improved brand reputation with customers that were asked to participate in the customer survey annually
Implemented company team brief and newsletter that was also used for customer communication
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THE FUTURE OF ORGANIZATIONAL INNOVATION
It must rely on top management orientation to innovation and in COLLABORATIVE project teams, supported by idea finding and problem solving methodologies, together with value and return on investment analysis.
Client or market requirements seem to be the best inspiration for projects, and fluid decision making (flat hierarchy) the best guarantee that the system may work.
To be effective, organizational innovation has to cope with power sharing and a climate of mutual trust between management and employees
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TO BE INNOVATIVE THE PROJECT TEAM MUST SEARCH FOR MEMBERS WHO CAN
BRING DIFFERENT VIEWS, AND WHO BECOME COLLABORATIVE BY POWER
SHARING, WORKING METHOD AND MUTUAL TRUST DEVELOPMENT.
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REGIONAL PROJECT INCUBATOR
COMPANIES AS PROJECT INCUBATORS FOR THE DEVELOPMENT OF A REGION OR SECTOR
OBJETIVE
RAISING COLLABORATIVE PROJECTS, FROM FORMAL SEMINARS, AIMING AT REGIONAL OR SECTOR DEVELOPMENT
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PROJECT INCUBATOR CHARACTERISTICS
Using normal short seminars as starting points, instead of end points
Using the self-interests of companies to build innovation by collaboration, instead of asking them to change their strategy
Using territorial identification to strengthen project commitment
Complementing start up strategy for entrepreneurship with spin off strategy
Reinforcing the entrepreneurship power of regional and local promoters (e.g. company and local development associations, universities, technical centers)
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HOW DOES IT WORK?
Organization
One promoter, one subject, 2 companies, 3 specialists, 5 other guests representing start ups and different views. Open to the public
1st Part (2 hours)
After each company presents possible collaborative projects, the discussion is extended to the specialists, guests and the general public, so that several possible projects are suggested to companies.
Break (30 minutes)
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HOW DOES IT WORK?
2nd Part (01h30)
From the listed projects, each company selects one and a new cycle of discussion is generated, aiming at defining possible project structure and team composition for each project.
In the end at least two projects will be established, as well as possible invitations for project team members
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WHAT HAPPENS NEXT?
1- Definition of the objective, team composition and logistics with each company
2- Project team meeting (4 hours)
- Problem definition
Action plan
3- Short-term project (1-3 months)
4 - Value added networks (new business opportunities)
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RPI EXAMPLE
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Contacts: Adress: Rua José Fernandes Guerreiro, nº. 28, 1º. Dtº., 8100-598 Loulé. Tel: (+351) 289 093 327 Tlm: (+351) 912452794
apgico@apgico.pt www.apgico.pt
www.facebook.com@associacaoapgico
THANK YOU
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