In  Innovation as Usual: How to Help Your People Bring Great Ideas to Life  (2013), Miller and Wedell-Wedellsborg discuss the importance of establishing systems within organizations that promote not only the creativity that results in innovation, but also make it possible for employees to bring innovative ideas to fruition. Miller and Wedell-Wedellsborg argue that a leader’s primary job “is not to innovate; it is to become an innovation architect, creating a work environment that helps . . . people engage in the key innovation behaviors as part of their daily work” (p. 4). Such a work environment must be reinforced by innovation architecture—the structures within an organization that support an innovation, from the brainstorming phase to final realization. The more well developed the architecture and the simpler the processes involved, the more likely employees are to be innovators. For this assignment, you will research the innovation architecture of at least three companies that are well-known for successfully supporting a culture of innovation. Write a 1,500-word paper that addresses the following:  What particular elements of each organization’s culture, processes, and management systems and styles work well to support innovation? Why do you think these organizations have been able to capitalize on innovation and intrapreneurship while others have not? Based on what you have learned, what processes and systems might actually stifle innovation and intrapreneurship? Imagine yourself as an innovation architect. What structures or processes would you put in place to foster a culture of innovation within your own organization? Include in-text citations to at least four reputable secondary sources (such as trade journals, academic journals, and professional or industry websites) in your paper. .

1. In
Innovation as Usual: How to Help Your People Bring Great
Ideas to Life
(2013), Miller and Wedell-Wedellsborg discuss the importance
of establishing systems within organizations that promote not
only the creativity that results in innovation, but also make it
possible for employees to bring innovative ideas to fruition.
Miller and Wedell-Wedellsborg argue that a leader’s primary
job “is not to innovate; it is to become an innovation architect,
creating a work environment that helps . . . people engage in the
key innovation behaviors as part of their daily work” (p. 4).
Such a work environment must be reinforced by innovation
architecture—the structures within an organization that support
an innovation, from the brainstorming phase to final realization.
The more well developed the architecture and the simpler the
processes involved, the more likely employees are to be
innovators.
For this assignment, you will research the innovation
architecture of at least three companies that are well-known for
successfully supporting a culture of innovation. Write a 1,500-
word paper that addresses the following:
What particular elements of each organization’s culture,
processes, and management systems and styles work well to
support innovation?
Why do you think these organizations have been able to
capitalize on innovation and intrapreneurship while others have
not?
Based on what you have learned, what processes and systems
might actually stifle innovation and intrapreneurship?
Imagine yourself as an innovation architect. What structures or
processes would you put in place to foster a culture of
innovation within your own organization?
Include in-text citations to at least four reputable secondary
sources (such as trade journals, academic journals, and
professional or industry websites) in your paper.