A BENCHMARKING STUDY ON ORGANIZATIONAL CREATIVITY PRACTICES, IN HIGH TECHNOLOGY INDUSTRIES
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A BENCHMARKING STUDY ON ORGANIZATIONAL CREATIVITY PRACTICES, IN HIGH TECHNOLOGY INDUSTRIES

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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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  • 1. A BENCHMARKING STUDY ON ORGANIZATIONAL CREATIVITY PRACTICES, IN HIGH TECHNOLOGY INDUSTRIES 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 1
  • 2. RESEARCH OBJECTIVE To provide a benchmarking list of initiatives dealing with the development of organizational creativity and innovation in high technology industries 2
  • 3. SUBJECTS BIO TECH RECOMMENDED AS LEADING R&D RECOMMENDED AS CREATIVITY EXEMPLES 3 NANO TECH •NORTH CAROLIN A BIOTECH. CENTER •LUND UNIV. •TEL-AVIV UNIV. •WASEDA UNIV •BÜHLER FACTORY •UNILEVE R R&D •PFIZER INCLUDED IN BIO TECH ICT ECOINNOVATI ON OTHER * NOKIA •BO=1 AREA (MALMO) •ZERO WASTE ACADEMY (JAPAN) * IRISH “SOFT LANDING” •HERMIA LIVING LABS •YDREAMS •BOSH INNOVATION •ROTOR COMPANY •WEIN MINERALS •SENSATA TECHNOLOGIES •SONAE •BRISA • DROMONE
  • 4. 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. Creativity: Problem definition and solution finding 4 Innovation: Value creation
  • 5. 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. 5 CLIENT Process Product Organization
  • 6. RESULTS IDEA GENERATION IDEA SELECTION IDEA REWARDS 2 1 1 9 8 8 . LEADING R&D . OTHER COMPANIES . 6
  • 7. CASE STUDY DROMONE INDUSTRIES IMPROVE SALES & CUSTOMER SERVICE 7
  • 8. 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 8
  • 9. 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 9
  • 10. 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 10
  • 11. 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 11
  • 12. 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. 12
  • 13. 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 13
  • 14. PROJECT INCUBATOR CHARACTERISTICS  Using normal short seminars as starting     14 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)
  • 15. 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) 15
  • 16. 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 16
  • 17. 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) 17
  • 18. RPI EXAMPLE 18
  • 19. THANK YOU 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 19