A BENCHMARKING STUDY ON ORGANIZATIONAL
CREATIVITY PRACTICES, IN HIGH TECHNOLOGY
INDUSTRIES
FERNANDO SOUSA, PH.D.
CIEO/ UNI...
RESEARCH OBJECTIVE

To provide a benchmarking list of initiatives
dealing with the development of
organizational creativit...
SUBJECTS
BIO
TECH

RECOMMENDED
AS LEADING
R&D

RECOMMENDED
AS CREATIVITY
EXEMPLES

3

NANO TECH

•NORTH
CAROLIN
A
BIOTECH....
CREATIVITY, INNOVATION AND PROBLEM
SOLVING

PROBLEM SOLVING
 Creativity relates to problem definition and solution findin...
CONTEXT
Priority given to R&D may probably
be shared in the near future with
organizational innovation policies
as the Fuz...
RESULTS

IDEA
GENERATION

IDEA
SELECTION

IDEA REWARDS

2

1

1

9

8

8

.

LEADING
R&D
.

OTHER
COMPANIES
.

6
CASE STUDY

DROMONE INDUSTRIES
IMPROVE SALES & CUSTOMER SERVICE

7
PROBLEM STATEMENTS
 Customer survey results indicated issues with poor

level of customer service

 Poor internal commun...
INITIATIVES DEVELOPED
 Diversification facilitated in the company, by

innovation management workshops,
product, industry...
RESULTS
 Sales increased by 21%

 Increased customer facing people in the company from 2 to

12

 Improved brand reputa...
THE FUTURE OF ORGANIZATIONAL
INNOVATION
 It must rely on top management orientation to innovation

and in COLLABORATIVE p...
TO BE INNOVATIVE THE PROJECT TEAM
MUST SEARCH FOR MEMBERS WHO CAN
BRING DIFFERENT VIEWS, AND WHO
BECOME COLLABORATIVE BY P...
REGIONAL PROJECT INCUBATOR
COMPANIES AS PROJECT
INCUBATORS FOR THE
DEVELOPMENT OF A REGION OR
SECTOR
OBJETIVE
RAISING COLL...
PROJECT INCUBATOR CHARACTERISTICS
 Using normal short seminars as starting






14

points, instead of end points
Us...
HOW DOES IT WORK?
Organization
One promoter, one subject, 2
companies, 3 specialists, 5 other
guests representing start up...
HOW DOES IT WORK?
2nd Part (01h30)
From the listed projects, each
company selects one and a new
cycle of discussion is gen...
WHAT HAPPENS NEXT?
1- Definition of the objective,
team composition and logistics
with each company
2- Project team meetin...
RPI EXAMPLE

18
THANK YOU

Contacts:
Adress:
Rua José Fernandes Guerreiro, nº. 28, 1º. Dtº., 8100-598 Loulé.
Tel: (+351) 289 093 327
Tlm: ...
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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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A BENCHMARKING STUDY ON ORGANIZATIONAL CREATIVITY PRACTICES, IN HIGH TECHNOLOGY INDUSTRIES

  1. 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. 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. 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. 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. 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. 6. RESULTS IDEA GENERATION IDEA SELECTION IDEA REWARDS 2 1 1 9 8 8 . LEADING R&D . OTHER COMPANIES . 6
  7. 7. CASE STUDY DROMONE INDUSTRIES IMPROVE SALES & CUSTOMER SERVICE 7
  8. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 18. RPI EXAMPLE 18
  19. 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
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