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Marketing and Innovation: Managing the Innovative Organisation

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This session deals with the organisational challenges associated with developing the culture of innovation.

Published in: Marketing, Education, Business
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Marketing and Innovation: Managing the Innovative Organisation

  1. 1. Marketing & Innovation Marcos LIMA, PhD Skema Business School Session 02: Managing the Innovative Organization
  2. 2. What is a management system? What is management?
  3. 3. What is a management process? Informational Resources Human Resources Financial ResourcesMaterial Resources
  4. 4. Internal Environment External Environment What is a management system? What is a System? INPUT PROCESS OUTPUT FEEDBACK
  5. 5. What is a management system? Management System in Action PROCESS Products / Services OUTPUT INPUT Market FEEDBACK Internal Environment External Environment
  6. 6. What is an Organization?
  7. 7. What is an Organization? McKinsey’s 7S
  8. 8. Fragmented Synthesis McKinsey’s Interactive Exploration of the 7S http://www.mckinsey.com/insights/strategy/enduring_ideas_the_7-s_framework
  9. 9. What is an Organization? Simplified McKinsey Model: 3Ps POSITION PROCESS PEOPLE Search Environment Select Strategy Implement Processes Create Value-Capture Culture Search ENVIRONMENT Select STRATEGY Implement PROCESS Capture-Value CULTURE
  10. 10. Knowledge Management & Innovation The 7 Dimensions of Knowledge Management Senior Management VISION & STRATEGY 1 HR Policies 4 Performance Measurement SYSTEMS 6 Organizational STRUCTURE 3 Suppliers Partners Universities 7 External Learning Clients Competitors Government 7 External Learning Information SYSTEMS 5 Organizational CULTURE 2 a. STRATEGIC c. OPERATIONAL b. TACTIC
  11. 11. Knowledge Management & Innovation
  12. 12. Knowledge Management & Innovation: D1 – Strategy  Video Case: Pirates of the Silicon Valley Part 1  Apple’s Core Competence (0:00:00 + 0:18:50)
  13. 13. Knowledge Management & Innovation: D1 - Strategy Senior Management Vision  Focus on core competency  Create a sense of direction and “urgency” Case in point: Lloyds Bank  Goal: to double the company’s value every 3 years  Under CEO Brian Pitman, goal was reached for 15 years !!! Brian Pitman X 2X 4X 8X 16X 32X !!!
  14. 14. Knowledge Management & Innovation: D1 - Strategy Senior Management Vision http://9to5mac.com/2012/07/19/collapsing-nokia-may-have-had-apple-like-hardware-in-development-in-the-90s/
  15. 15. Knowledge Management & Innovation: D2 - Culture Organizational Learning Learning by Doing (Exploiting) Learning by R&D / Searching (Exploring) Organizational Forgetting Creative Forgetting Organizational Knowledge Stock Ideas With Innovation Potential Innovative Projects INNOVATION Institutional/Organizational Barriers/Incentives Institutional/Organizational Barriers/Incentives Market Barriers/Incentives
  16. 16. Knowledge Management & Innovation: D2 - Culture  Video Case: Pirates of the Silicon Valley Part 2  Barriers at Apple (0:40:25)
  17. 17. Knowledge Management & Innovation: D3 - Structure Organizational Structure  Flat hierarchies  Open spaces  Incentive to “skunk works” Case in Point: Alcoa  CEO’s workstation measures 3 x 3 m, like any other in the building  No desk is more than 15 m from a window
  18. 18. Knowledge Management & Innovation: D4 - People HR Policies  Recruit (and retain) talent  Incentivate knowledge sharing Case in Point: McKinsey  Diversity of sources  Engagement of top managers in recruitment process  Global knowledge base  Built-in turn-over: constant renewal
  19. 19. Knowledge Management & Innovation: D4 - People  Video Insight : Diversity is key to learning http://vimeo.com/3475327
  20. 20. Knowledge Management & Innovation: D5 - Systems Information Systems Data “structured registries” Information “message with meaning and purpose” Tacit / Implicit DomainExplicit Domain Knowledge “mental evaluation”
  21. 21. Knowledge Management & Innovation: D6- Measures
  22. 22. Knowledge Management & Innovation: D6- Measures Measurement Systems  Indicators that capture not only financial performance but also: • Customer feedback • Process efficiency • Learning and renewal Case in Point: Skandia  Multiple indicators, multiple perspectives
  23. 23. Knowledge Management & Innovation: D7 - Networking Internal / External Learning  Networking with • Suppliers / Partners • Competitors • Government / University Video Case:  Pirates of the Silicon Valley Part 3: Apple x Xerox (1:01:00) • Learning with the Environment
  24. 24. Knowledge Management & Innovation: A Synthesis
  25. 25. Final Comments Where we are and where we are going
  26. 26. Innovation as an Integrated Process Search int./ext. ENVIRONMENT Select STRATEGY Implement PROCESS value Capturing CULTURE
  27. 27. Recommended Reading TIDD, 2009  Chapters 9-12 TROTT, 2008  Chapters 4-6 Articles*  Hamel (G05 – G08)  Porter (G09 – G12) * One student will be randomly selected for a 5-min presentation without PPT
  28. 28. Good Luck! Marcos Lima marcos.cerqueira_lima@devinci.fr

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