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

6

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

7

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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