THE ROLES OF BEST PRACTICES INNOVATION IN .ppt

1、THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION,THE ROLES OF BEST PRACTICES & INNOVATION IN ORGANIZATIONAL EFFECTIVENESS,DR. FREDERICK DEMBOWSKIHibernia National Bank Endowed Professor Emeritus, Southeastern Louisiana UniversityPresident, The International Association Of Organizational In

2、novationBANGKOK, THAILAND AUGUST, 2010,THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION,To View This Presentation Online, Go To: http:/ijoi.fp.expressacademic.org/index.phpTo Contact the Author, Email: ,THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION,WHY ARE YOU IN EXISTENCE?,Al

3、l Organizations Have a Purpose: To Meet the Needs & Wants of Their Clients/CustomersThey Must Continue Doing This In Order To Survive (& Make Money!?),THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION,CAMERON & WHETTON (1983) WROTE THE SEMINAL RESEARCH BOOK ON ORGANIZATIONAL EFFECTIVENESS.,

4、ACCORDING TO THEM, ALL ORGANIZATIONS HAVE PHASES IN THEIR LIFE CYCLE THAT HAVE A FOCUS ON:MAINTENANCE IMPROVEMENT DEVELOPMENT,THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION,(Adapted from: Cameron, Kim S., and Whetton, David A. (1983) Organizational Effectiveness: a Comparison of Multiple

5、 Models, Academic Press.),THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION,THE FUNCTIONS OF MANAGEMENT VARY IN EACH OF THE PHASES OF THE LIFE CYCLE OF AN ORGANIZATION,(Dembowski & Eckstrom, 1999),THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION,MANAGEMENT OPERATIONS IN THE THREE

6、PHASES OF AN ORGANIZATIONS LIFE CYCLEMaintenance of the Operations of the Organization(Short Term/Annually)Improvement of Operations(Ongoing)Organizational Development (Longer Term)Adapted from: Dembowski, F.L., & Ekstrom, C. (1999). Effective School District Management: A Self-Review Instrument and

7、 Guide, Arlington, VA: The American Association of School Administrators (1999) and Scarecrow Press (2001).,KEY OPERATIONS!,THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION,MAINTENANCEPerforming the Operations of the Organization (Short Term Or Annual)Includes:a. Budgetingb. Review of Poli

8、cies, Rules & Regulationsc. Review of Operating Proceduresd. Program Review & Planning,THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION,IMPROVEMENTAnalysis of the Operations of the Organization (Continual)Includes:a. Problem Solving & Systems Analysisb. Continuous Improvement (TQM)c. Best

9、Practices,THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION,DEVELOPMENT A Re-examination of the Purpose of the Organizations Processes, Products & Services (Longer Term?)Includes:a. Strategic Planningb. Restructuring & Re-Engineeringc. Innovation,THE INTERNATIONAL ASSOCIATION OF ORGANIZATIO

10、NAL INNOVATION,EFFECTIVENESS IS DOING THE RIGHT THING!EFFICIENCY IS GETTING “IT“ DONE AT A LOW (OPTIMAL?) UNIT COST!ORGANIZATIONS STRIVE TO BE EFFICIENT AND EFFECTIVE.A “BEST PRACTICE“ IS THE OPTIMIZATION OF THE EFFECTIVENESS OF AN ORGANIZATIONWHAT IS A “BEST PRACTICE” & HOW IS IT ATTAINED?,THE INTE

11、RNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION,BEST PRACTICES MODEL,Adapted from: “Best Practice in Park Interpretation and Education: A Report to the ANZECC Working Group on National Park and Protected Area Management”, Department of Natural Resources and Environment, Victoria New Zealand, Apri

12、l 1999,THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION,THE STAGES OF INSTITUTING A BEST PRACTICE: I. DEFINE II. DEVELOP III. DELIVER IV. EVALUATE V. SUPPORT,THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION,BEST PRACTICES: STAGE 1 - DEFINEThe DEFINE Stage Considers Issues Such As

13、:- Rationale- Benefits and Outcomes- Goals and Functions- Relationship to Other Organization Functions,THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION,BEST PRACTICES:STAGE 2 - DEVELOP,THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION,BEST PRACTICES:The DEVELOP stage includes:- Es

14、tablishing objectives- Mapping and analyzing customer needs- Formulating and refining messages- Setting Performance Standards- Setting Key Performance Indicators- Identifying key secondary customers- Weighing costs against benefits- Designing appropriate method and options for product/service delive

15、ry- Specifying relationships,THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION,BEST PRACTICES: STAGE 3 - DELIVER,THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION,BEST PRACTICES:III. The DELIVER stage includes:1. Controlling Delivery To Ensure Services Are In AccordanceWith Target

16、Objectives, Timeliness, Budget And Standards2. Seeking Feedback To Monitor The Effectiveness Of Products/Services And Improve Day-to-day Performance3. Communicating Internally Across Organizations OperatingUnits And Externally With The Organizations CustomerBase To Support Effective Delivery4. Desig

17、ning Work Routines And Job Responsibilities ForEffective Delivery Of Products/Services,THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION,BEST PRACTICES:STAGE 4 - EVALUATE,THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION,BEST PRACTICES:IV. The EVALUATE Stage Checks That Products/Se

18、rvices The Organization Delivers Are Regularly And Systematically Assessed For:1. Effectiveness In Achieving Stated Outcomes2. The Level To Which Performance Standards Have Been Met3. Degree To Which Performance Indicators Have BeenAchieved4. Continuing Relevance Of Objectives And DesignFeatures5. W

19、ider Anticipated Or Unanticipated Impacts,THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION,BEST PRACTICES:STAGE 5 - SUPPORT,THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION,BEST PRACTICES:The SUPPORT Function Mainly AddressesResponsibilities Such As:* Human Resources, Skills and

20、Deployment* Financial Systems* Technology, Equipment, and Supply Of Materials.,The preceding material on Best Practices was adapted from: “Best Practice in Park Interpretation and Education: A Report to the ANZECC Working Group on National Park and Protected Area Management”, Department of Natural R

21、esources and Environment, Victoria New Zealand, April 1999,THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION,What Happens If You Are Producing Goods Or Services In An Optimal Manner (Best Practice) And Your Customers Are STILL NOT SATISFIED?That Is When You Need To Explore The DEVELOPMENT S

22、tage Of Your Organization!THE Development Stage Consists of:a. Strategic Planningb. Restructuring & Re-Engineeringc. InnovationAdapted from Dembowski, F. (1997),THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION,What is Innovation? INNOVATION Is PEOPLE Implementing Ideas That Create New Valu

23、e.INNOVATION Has Several Key Factors: The InnovationDNA Model (Developed by: the InnovationNetwork),THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION,Whats Your Innovation Quotient?Survey of People-Practices in Innovation: Knowing Where to Begin InnovationNetwork, 2004 2010,Every organizati

24、on is doing innovation at some level of expertise.If you want to improve your innovation capabilities, you need to know where to focus your efforts.,THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION,Whats Your Organizations I*Q (Innovation Quotient)? The following questions will help you se

25、e where your organization stands. Please rate these 10 questions as candidly as possible.Ratings: 1 never/probably not; 2 sometimes/possibly3. generally/maybe4. usually/probably5. always/definitely!,1. _ Does at least 25% of your revenue come from products and services developed in the past 5 years?

26、 2. _ Do you consistently outperform your competition in things like customer service, quality, time to market, ROI, and profitability?3. _ Do you routinely solicit, listen to, and act on suggestions from people from every level and function of your organization?,THE INTERNATIONAL ASSOCIATION OF ORG

27、ANIZATIONAL INNOVATION,4. _ Do you encourage and stimulate interaction between departments and promote cross-functional projects? 5. _ Have all of your improvement processes (TQM, reengineering, excellence, etc.) been as effective as you hoped?6. _ Do you regularly train people at all levels and in

28、every function how to think and work together more effectively?7. _ Do people in your organization regularly have time available to think through situations, look at the big picture, bounce ideas off of peers, and experiment with possibilities?8. _ Is information freely and readily available to ever

29、yone in your organization rather than on a need-to-know-basis?9. _ Does your organization regularly review and update its assumptions, mission and goals and encourage everyone in the organization to do so also?10. _ Is ownership, rewards and risks, distributed widely through your organization throug

30、h stock ownership plans or profit sharing plans?_ What Is Your Innovation Quotient? Add up the points for the 10 questions.,THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION,What Is Your Innovation Quotient?,1-14 - Your organization has a shaky grasp of innovation! If you dont take immediat

31、e action, the world may be passing you by!15-29 - You need an information boost! Organize some informal groups & start talking about innovation. Look at the questions that you rated the lowest & see if others agree with your assessment.30-44 - You are on the right track! But you need to open your li

32、nes of communication! Ask all people in your organization what would make their work life better. What tools do they need? What information do they need? Do they understand their work processes & how they fit into the whole?45-50 - Congratulations! Somehow you have managed to do what everyone else i

33、s talking about doing.,For more information, see: http:/www.innovationnetwork.biz/mission/dna/index.html,THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION,InnovationDNA: Framework of PrinciplesDeveloped by: InnovationNetworkwww.innovationnetwork.biz,THE INTERNATIONAL ASSOCIATION OF ORGANIZA

34、TIONAL INNOVATION,InnovationDNA: COMPONENTS:Context: Interactions With Customers, Suppliers, Competitors & the Economy, Government, World Events, Communities and FamiliesLeadership: Role Models Who See the Possibilities For the Future. People: The Source of Innovation. Basic Values: The Backbone Tha

35、t Defines an Organization.Innovation Values: The Mindset That Makes the Impossible Possible.,THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION,Entryways and Outcomes of the InnovationDNAEntryways to Innovation Ideas, Change, Passion and Trends These Are The Innovation Drivers.Outcomes to In

36、novationThe Outcomes Lead To Yet Another Cycle: Renewal, Change, Reinvention, Trends,THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION,InnovationDNAOperational Elements of the Innovation DNAHow Do These Principles Show Up In Real Life? Here Are Brief Descriptions of the Models Concepts:,THE

37、 INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION,CHALLENGE Innovation Means Doing Things Differently, Exploring New Territory, Taking Risks (Going Out On A Limb!)There Is Nothing That Pulls Innovation As Much As A Challenge That Captures the Imagination.It Happens In Organizations Big and Sma

38、ll Every Time People Are Excited By the Possibilities of Creating Better Products and Services and To Make A Difference In the World.,THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION,CUSTOMER FOCUSAll innovation should be focused on creating value for the customer, internal & external.Inte

39、raction with customers and understanding of their needs are the best stimulators of new possibilities and the motivation for implementing them. A constant stream of ideas and innovation is created when everyone in an organization can identify with their customer(s).When the customer is a real presen

40、ce to people, they get excited about finding new ways to add value. Listening to customers is a priority here!,THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION,CREATIVITYEverything starts from an ideaGreat ideas = generating a lot of possibilities. Leadership to foster the climate that enc

41、ourages “blue sky” thinking and offers direction and stimuli to spur creativity. Individuals must embrace challenges & push the boundaries of their thinking. If you want ideas you have to createincentives that attracts them. A core value is Curiosity: “Theres Got to Be a Better Way.”,THE INTERNATION

42、AL ASSOCIATION OF ORGANIZATIONAL INNOVATION,COMMUNICATIONOpen Communication of Information, Ideas and FeelingsBoth Infrastructure and Advocacy Must Exist To Promote the Free Flow of Information.Leadership Must Model the Practices and Behaviors of InnovationOrganizations That Restrict Communication a

43、nd Fail To “Think Together” Risk Disaster. Sharing Information, Ideas, Experiences and Learning Is the Lifeblood of Innovation.,THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION,COLLABORATIONInnovation Is Group Process. It Requires Interaction, Information And The Power Of Teams. Multi-leve

44、l And Cross Functional Project:- Teams Bring Diversity:- The Broadest Perspectives, - The Most Ideas & -The Greatest Abilities To Implement To Any Innovation Effort. Innovation Is A Team Sport. It Takes The Collaboration Of Lots Of People To Successfully Implement An Idea.,THE INTERNATIONAL ASSOCIAT

45、ION OF ORGANIZATIONAL INNOVATION,COMPLETIONMoving New Ideas Forward Into Reality Requires The Exploration Or Experimentation With AVariety Of Alternatives To Yield SuperiorResults. Innovations Require Projects That Have DefinedProcesses And Strong Implementation Skills: Decision-making, Delegating,

46、Scheduling, Monitoring, And Feedback. When Projects Are Completed, They Should Be Celebrated.Innovative Organizations Take New Products To Market Quickly!,THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION,CONTEMPLATIONMaking objective assessments of outcomes and costs of new projects is ess

47、ential. Gleaning the lessons learned from both fruitful and failed projects adds muscle to the cycle of success. When adopted in a disciplined approach,contemplation adds invaluably toorganizational wisdom. Innovative organizations develop ways tocollect and share the lessonsto create “wisdom system

48、s“. Create “learning histories” to capture lessonslearned on new product development.,THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION,CULTURECulture is the “playing field“ for all innovationprojects and activities. The organization must nurture the seeds of ideasand solutions to grow a cu

49、lture that providesthe climate for innovation to occur.The Culture for Innovation requires:trust and respect, the willingness to take risks, the freedom to make choices, a continuous scanning for new trends, a commitment to systematically look for newways to do things, and an equitable sharing of risks and rewards.,THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION,