CONSIDERING INFORMALITY AND SERENDIPITY IN INNOVATIVENESS
“ Unfortunately, most innovation management practice appears to be predicated on the implicit assumption that we can beat the sloppiness out of the process if only we’d get the plans tidier and the teams better organized. The role of experiments and skunkworks, the zeal of champions…is denigrated as an aid fit for only those who aren’t smart enough to plan wisely.” (Peters, 1988)
SUCCESSFUL INNOVATION THROUGH ‘ACCIDENT’ Daguerreotype Portrait of Louis Daguerre (1844)
SUCCESSFUL INNOVATION THROUGH ‘DEVIANCE’ APPLE MAC APPLE LISA
INFORMAL ORGANISATION: FUNCTIONAL OR DYSFUNCTIONAL?
Functional - informal networks are seen as central to the processes through which organisations ‘get things done’, as well as a structure for sourcing and sharing knowledge.
Dysfunctiona l - informal networks may seek to actively protect individual or group status and resources, through political manoeuvring and restricting the spread of information. May also aid leakage of valuable information.
CREATING THE CLIMATE FOR INNOVATION: OPEN CULTURE