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COLLABORATIVE PRACTICES ON ORGANIZATIONAL INNOVATION IN HIGH TECNOLOGY INDUSTRIES

Fernando Sousa, Ph.D.
President of Apgico (fernando.sousa@apgico.pt)

Ileana Monteiro, Ph.D.
Apgico; University of Algarve (imontei@ualg.pt)

WLICSMB 2010
Zhejiang Small&Medium Business Institute,
Hangzou , 24-26 October, 2010

Published in: Technology, Business
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Presentation hangzou

  1. 1. COLLABORATIVE PRACTICESON ORGANIZATIONALINNOVATION IN HIGHTECNOLOGY INDUSTRIESFernando Sousa, Ph.D.President of Apgico (fernando.sousa@apgico.pt)Ileana Monteiro, Ph.D.Apgico; University of Algarve (imontei@ualg.pt)WLICSMB 2010Zhejiang Small&Medium Business Institute,Hangzou , 24-26 October, 2010
  2. 2. Research Objectives• Provide a benchmarking list of initiatives dealing with the development organizational creativity and innovation• Understand the companies’ specific strategies in three domains: creative management creative people management creativity management
  3. 3. SUBJECTS Eco- Bio Tech Nano Tech ICT Innovatio Other n •Bo=1 Area •North •Lund Univ. (Malmo)Reccommende Carolina •Tel-Aviv •Zero * Irish “Soft d * Nokia Biotech. Univ. Waste landing”as leading R&D Center •Waseda Univ Academy (Japan) •Bosh Innovation •Rotor Company •Bühler •Hermia •Wein MineralsRecommended Factory Living •Sensata Included in Labs Technologies as creativity •Unilever Bio Tech exemples R&D •Sonae •Pfizer •YDreams •Brisa • Dromone
  4. 4. CREATIVITY, INNOVATION AND PROBLEM SOLVINGProblem 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 Innovation: definition and Value creation solution finding
  5. 5. EUROPEAN EVOLUTION• The 2009 Scoreboard, refers to the “neglected indicators” as (…)R&D is not the only method of innovating. Other methods (…) are likely to lead to productivity improvements, improved competitiveness, and to new or improved products and processes that could have wider impacts on the economy. For these reasons, the activities of firms that innovate without performing R&D are of interest to policy.• The EU overall Lisbon Strategy cannot cope well with the financial crisis, and is changing from technology based priorities to encompass other priorities, especially service innovation and workforce development (European Services Innovation Memorandum; Reviewing Community innovation policy in a changing world, from EU Commission, 2009; Challenges for EU support to innovation in services – Fostering new markets and jobs through innovation, from EU Commission, 2009).
  6. 6. CONTEXTPriority given to R&D mayprobably be shared in the nearfuture with organizationalinnovation policies devoted to Product ProcessSMEs and service companies.Intrapreneurship, organizational Organizationor corporate creativity andinnovation, must be seen as theworkforce potential to promotechanges in the benefit of theorganization.
  7. 7. RESULTS Idea Idea generation Idea Rewards selection .Leading 2 1 1 R&D . OtherCreativity 9 8 8exemples .
  8. 8. CASE STUDYIMPROVE SALES & CUSTOMER SERVICE
  9. 9. Problem Statements• Customer survey results indicated issues with poor level of customer service• Poor communication internally between departments in the company• Engineering Department were disjoint and not accountable to our customers directly or indirectly• The selection of a suitable training programme was proving difficult for the company
  10. 10. Full cost of the intervention: – Intervention; €14,800 – Participation; €8,000 – Additional project time for participants; €800 – Travel and administration costs; €400 Total Cost of investment €24,000
  11. 11. Results• Sales increased by 21% in 2009 versus 2008• Increased customer facing people in the company from 2 to 12• Facilitated much needed diversification in the company. This diversification was initiated in innovation management workshops, product, industry and geography• 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
  12. 12. THE FUTURE OFORGANIZATIONALINNOVATION
  13. 13. EXAMPLES OF COMPANIES THAT GET TILL 20% OFTHEIR FINAL RESULTS FROM IDEAS AND PROJECTS SUGGESTED BY THEIR EMPLOYEES• Nokia• Toyota• IBM• Procter & Gamble• 3M• Walt Disney• HP• Google•Apple
  14. 14. 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
  15. 15. To be innovative the projectteam must search formembers who can bringdifferent views, and whobecome COLLABORATIVE bypower sharing, workingmethod and mutual trustdevelopment
  16. 16. International Workshop on Collaborative Public NetworksPRO-VE0910th IFIP Working Conference onVirtual EnterprisesThessaloniki, GREECE, 7-9 October 2009 www.pro-ve.org
  17. 17. Region near the universityRia formosa
  18. 18. Saint Vicente Cape - SagresPlaces to visit
  19. 19. WHO WE AREThe Portuguese Association of Creativity and Innovation -APGICO, was created in 2007, and aims at promotingknowledge and experience in the area of creativity andinnovation management in organizations, helping to createconditions for competitiveness of companies andeffectiveness in organizations.
  20. 20. 22 WHAT WE DO The intervention aims at facilitating the alignment of management objectives with the interests and actions of the employees, through result-oriented project teams.
  21. 21. AWARDS, PUBLIC CONTESTS AND PUBLICATIONS• Excelence in Innovation Award - International Indira Innovation Summit(Mumbai, 11 February 2010)• European project - School Competition “Europe in the World” (April-November2010)• International Project Ros tapestry (New Ross, Ireland, March 2010)• European Project Crea Business Idea – Benchmarking in creativity in hightechnology industries (March 2009)• European project CreaMed - Creativity and innovation in local development(June 2010)• Publications
  22. 22. THANK YOU!

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