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: 1.  What particular elements of each organization’s culture, processes, and management systems and styles work well to support innovation? 2. Why do you think these organizations have been able to capitalize on innovation and intrapreneurship while others have not? 3. Based on what you have learned, what processes and systems might actually stifle innovation and intrapreneurship? 4. 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:
1. What particular elements of each organization’s culture,
processes, and management systems and styles work well to
support innovation?
2. Why do you think these organizations have been able to
capitalize on innovation and intrapreneurship while others have
not?
3. Based on what you have learned, what processes and systems
might actually stifle innovation and intrapreneurship?
4. 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.