1) The document discusses the role of innovation in the social economy space.
2) It notes that innovation in this sector comes from both within organizations through processes like idea creation, as well as externally through networks and collaboration.
3) The discussion cautions against overrating or undervaluing innovation, noting it is a complex process dependent on organizational and external factors in each unique context.
Roles of a Corporate Innovation Unit - ECSI FrameworkECSI
Corporate innovation efforts at large companies often lack a clear mission
Recently, more and more companies are setting up a Corporate Innovation Unit (CIU) or similar responsibilities attached to other titles …
… however, in many situations the CIU’s role is unclear and lacks a framework to design its future state and its efforts
At the European Center for Strategic Innovation (ECSI), we have researched on the role of successful Corporate Innovation Units across various industries
Drawing on our research and consulting work, we have developed a framework that breaks the CIU’s mission down into some specific roles – or “jobs” – and provides a way to decide on what role to play, or not, and how
Paul Gentle is Director of Programmes at the Leadership Foundation.
Paul's presentation will explore the characteristics of working cultures which develop and promote innovation, and the extent to which such cultures are changing in the higher education sector.
Jane Gaukroger, Managing Director of The Change Able Project
- To explore what we mean by organisational wisdom.
- To explore whether this is the ‘highest order’ priority for the organisational developer.
- To consider the implications for our own development as practitioners.
http://www.dimis.org/
Business consultant, creativity leader, inspirational speaker, author, magician and musician, Dimis advises organizations in the areas of creative leadership and innovation, strategy and marketing, change and transformation.
Dimis combines his unique experience as a business executive and creativity expert with his talents as a speaker and magician to inspire people in organizations. In a very real and entertaining way, Dimis demonstrates to audiences around the world how uncreative entities can become creative, how creative entities can become more so, and how innovation improves both business performance and happiness at work.
Dimis loves performing magic, singing and playing the guitar, his wife and son, his mother and brother, Penn and Teller, art, history, cinema, theater, travel, reading, swimming, good food, the circus and street performers.
Roles of a Corporate Innovation Unit - ECSI FrameworkECSI
Corporate innovation efforts at large companies often lack a clear mission
Recently, more and more companies are setting up a Corporate Innovation Unit (CIU) or similar responsibilities attached to other titles …
… however, in many situations the CIU’s role is unclear and lacks a framework to design its future state and its efforts
At the European Center for Strategic Innovation (ECSI), we have researched on the role of successful Corporate Innovation Units across various industries
Drawing on our research and consulting work, we have developed a framework that breaks the CIU’s mission down into some specific roles – or “jobs” – and provides a way to decide on what role to play, or not, and how
Paul Gentle is Director of Programmes at the Leadership Foundation.
Paul's presentation will explore the characteristics of working cultures which develop and promote innovation, and the extent to which such cultures are changing in the higher education sector.
Jane Gaukroger, Managing Director of The Change Able Project
- To explore what we mean by organisational wisdom.
- To explore whether this is the ‘highest order’ priority for the organisational developer.
- To consider the implications for our own development as practitioners.
http://www.dimis.org/
Business consultant, creativity leader, inspirational speaker, author, magician and musician, Dimis advises organizations in the areas of creative leadership and innovation, strategy and marketing, change and transformation.
Dimis combines his unique experience as a business executive and creativity expert with his talents as a speaker and magician to inspire people in organizations. In a very real and entertaining way, Dimis demonstrates to audiences around the world how uncreative entities can become creative, how creative entities can become more so, and how innovation improves both business performance and happiness at work.
Dimis loves performing magic, singing and playing the guitar, his wife and son, his mother and brother, Penn and Teller, art, history, cinema, theater, travel, reading, swimming, good food, the circus and street performers.
Embedding Sustainability: From rules to reasons and consciousnessPaul Gibbons
How do you embed sustainability in businesses? A presentation on linking the best behavioral change methods to sustainability to bring about the required transformation in mindsets, attitudes and actions.
From Paul Gibbons, Chairman and Founder, Future Considerations
and Mark Wade, Future Considerations Director, and former Sustainability Director at Shell
Is cultural diversity one of the solution to recreate the global economy for ...KamelionWorld
Diversity of thinking (age, culture, education, personality, skills and life experiences) is most important in global business.
Learn how to read between the lines in the recent report: The new global mindset: globalization and the changing world of business published by Ernst & Young.
A presentation by Lemuel Lasher, chief innovation officer at Computer Sciences Corporation, on innovation management in a professional services firm. Given at Imperial College Business School on 8 October 2009
Unlocking Innovation: Training Teams and Individuals to Have Every Day Breakthroughs
In order to stay ahead of the competition, people and teams must be creative and innovative. The key to success is engaging in ways of thinking that inspires breakthroughs. Science and technology is about using talent and skills to create possibilities. Did you know that there are proven tools to inspire teams to have every day breakthroughs? Uncover hidden talent on your team; learn strategies that are not only fun and creative, but also just might help you create the next breakthrough.
Learning Outcomes: Improve leadership skills to motivate, inspire, and foster innovation within an organization
At the end of this seminar participants will be able to:
a) Explore leadership skills that encourage creativity
b) Learn techniques and tools that support an inventive mind
c) Play games that inspire creativity and innovation
"Creativity, Culture & Innovation, finding new links" ID Campus, LiègeEurovilles EV
"Creativity, Culture & Innovation, finding new links" ID Campus
by T.Froehlicher, HEC Management School University of Liege
more: www.hec.ulg.ac.be/pointes-d-excellence
Strength and Weaknesses of Innovation ImplementationJeovan Figueiredo
Apresentação de artigo submetido e aprovado na 25th Annual Conference of POMS (Atlanta, USA, 2014). Artigo completo disponível em http://www.pomsmeetings.org/EventsNet/?pr=1&ev=51
Without an active innovation culture, organizations fall into stagnation and lose to more innovative competitors. You know this all too well if you work for a corporate business that strives to compete with the likes of Tesla, Airbnb, or Uber. Every industry has startups like these, and they’re on a roll. The services and products they provide are not too different from those you offer — but why do they outperform established corporations?
Innovation culture has long been one of the most challenging, and oft-discussed, topics in our conversations with business and innovation leaders.
Given the extraordinary importance of innovation for businesses, and society in general, and the fact that culture has been shown to be one of the biggest barriers for innovation performance, it’s not much of a surprise.
Because most large companies we talk to want to create a more innovative company culture, we thought we’d create this extensive guide to help understand what really makes a culture innovative, as well as how to actually shape an existing culture towards innovation.
Embedding Sustainability: From rules to reasons and consciousnessPaul Gibbons
How do you embed sustainability in businesses? A presentation on linking the best behavioral change methods to sustainability to bring about the required transformation in mindsets, attitudes and actions.
From Paul Gibbons, Chairman and Founder, Future Considerations
and Mark Wade, Future Considerations Director, and former Sustainability Director at Shell
Is cultural diversity one of the solution to recreate the global economy for ...KamelionWorld
Diversity of thinking (age, culture, education, personality, skills and life experiences) is most important in global business.
Learn how to read between the lines in the recent report: The new global mindset: globalization and the changing world of business published by Ernst & Young.
A presentation by Lemuel Lasher, chief innovation officer at Computer Sciences Corporation, on innovation management in a professional services firm. Given at Imperial College Business School on 8 October 2009
Unlocking Innovation: Training Teams and Individuals to Have Every Day Breakthroughs
In order to stay ahead of the competition, people and teams must be creative and innovative. The key to success is engaging in ways of thinking that inspires breakthroughs. Science and technology is about using talent and skills to create possibilities. Did you know that there are proven tools to inspire teams to have every day breakthroughs? Uncover hidden talent on your team; learn strategies that are not only fun and creative, but also just might help you create the next breakthrough.
Learning Outcomes: Improve leadership skills to motivate, inspire, and foster innovation within an organization
At the end of this seminar participants will be able to:
a) Explore leadership skills that encourage creativity
b) Learn techniques and tools that support an inventive mind
c) Play games that inspire creativity and innovation
"Creativity, Culture & Innovation, finding new links" ID Campus, LiègeEurovilles EV
"Creativity, Culture & Innovation, finding new links" ID Campus
by T.Froehlicher, HEC Management School University of Liege
more: www.hec.ulg.ac.be/pointes-d-excellence
Strength and Weaknesses of Innovation ImplementationJeovan Figueiredo
Apresentação de artigo submetido e aprovado na 25th Annual Conference of POMS (Atlanta, USA, 2014). Artigo completo disponível em http://www.pomsmeetings.org/EventsNet/?pr=1&ev=51
Without an active innovation culture, organizations fall into stagnation and lose to more innovative competitors. You know this all too well if you work for a corporate business that strives to compete with the likes of Tesla, Airbnb, or Uber. Every industry has startups like these, and they’re on a roll. The services and products they provide are not too different from those you offer — but why do they outperform established corporations?
Innovation culture has long been one of the most challenging, and oft-discussed, topics in our conversations with business and innovation leaders.
Given the extraordinary importance of innovation for businesses, and society in general, and the fact that culture has been shown to be one of the biggest barriers for innovation performance, it’s not much of a surprise.
Because most large companies we talk to want to create a more innovative company culture, we thought we’d create this extensive guide to help understand what really makes a culture innovative, as well as how to actually shape an existing culture towards innovation.
Innovation is about process and relationships comprehensively and equitably focused on understanding the problems and issues of stakeholders…
…then designing solutions and testing them, with an eye on learning and adaption,
…and, once sufficiently tested, implementing and evaluating the solution before scaling it up
-Seta
Organizational Change and Development - Module 2 - MG University - Manu Melwi...manumelwin
Organizational development –Concept and evolution-nature and characteristics.
First order and second order Change.
Foundations of Organizational Development.
Conceptual frame work of OD –Action Research Model-Positive Model-John Kotter’s eight-stage process Model.
Parallel learning structures.
Process of organizational development – Organizational Diagnosis .
Corporate culture can be defined as the values, norms, attitudes and behavior patterns, that are shared within an organization [Herzog, 2011]. Corporate culture can be seen as the personality of a company that influences people's behavior within the organization, regardless of size and field of action
The 8th Dec event focussed on Wellcome Trust as a co-consulting case study and then Explored operating model design. We had some excellent conversations and practiced the application of operating model design to 2 different organisations.
Creating a dynamic learning process in the fast lane (PSDT 201411)Joris Claeys
It’s imperative to bring creativity to learning, enabling us to be innovative!
Greatest challenge to innovation: reinventing our whole way of living!
Walking the positive road!
Building the NEW! Cultivate change! Do it with passion!
PASSIONS create future!
Find strength in your uniqueness of your purpose, your gifts & your passions!
Imagine what could be, to be the future!
Happiness is a journey not a destination!
“Forget about the 'fast lane'. If you really want to fly, just harness your power to your passion!” ~ Oprah Winfrey
Speaking engagement at International Training & Development Summit (Circuits of Learning and Development)
Presentation for PSDT (Philippine Society for Training and Development) annual convention November 2017
www.pstd.org
For speaking and coaching engagements, contact me via ExpertFile or LinkedIn
www.expertfile.com/experts/joris.claeys
www.linkedin.com/in/knowledgenabler
You can request this presentation in PDF or PPT with full animation email at
Joris.Claeys@outlook.com
FIA officials brutally tortured innocent and snatched 200 Bitcoins of worth 4...jamalseoexpert1978
Farman Ayaz Khattak and Ehtesham Matloob are government officials in CTW Counter terrorism wing Islamabad, in Federal Investigation Agency FIA Headquarters. CTW and FIA kidnapped crypto currency owner from Islamabad and snatched 200 Bitcoins those worth of 4 billion rupees in Pakistan currency. There is not Cryptocurrency Regulations in Pakistan & CTW is official dacoit and stealing digital assets from the innocent crypto holders and making fake cases of terrorism to keep them silent.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
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3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
3 Simple Steps To Buy Verified Payoneer Account In 2024SEOSMMEARTH
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Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
3.0 Project 2_ Developing My Brand Identity Kit.pptx
State of the Social Economy. What role does innovation play?
1. State of the Social Economy
What role does innovation play?
Mikolaj Norek
Innovation & Impact in Building the Social Economy
11 September 2012/The HUB Stockholm
2. Reflecting together on:
• What makes the SE space special? (If so?)
• Where innovation comes from in this space?
• Why so much focus on innovation?
• How to think about/work more structured
with innovation in a SE organisation?
3. Managing Director, Forum for Innovation
Management, Karl Adam Bonnier Foundation
Researcher, Ratio Institute
Board Member, SE-Forum
Founder, Global Entrepreneurship Programme, Lunch for
Change, Stockholm Startup Summer
MIKOLAJ NOREK
4. “You’re here because you know that we have an opportunity with the
convergence of the recognition on the part of government, the private
sector, civil society, that we can be so much more effective working
together than working at cross-purposes.”
6. Key features*
– intensive use of distributed networks to sustain
and manage relationships
– Blurred boundaries between production and
consumption.
– Emphasis on collaboration and on repeated
interactions, care and maintenance rather than
one-off consumption.
– A strong role for values and missions.
* NESTA: THE OPEN BOOK OF SOCIAL INNOVATION
14. Innovation is a complex process and depends on the
unique constellation of a myriad of organizational and
external factors in a special context.
BUT, IN FACT…
15. I-challenges*
• Innovation is often perceived as a
development shortcut
• Focusing on external impact of Innovation
(both failed & successful) is too narrow
• Success factors for innovation ignore the
dynamics of negative organizational factors
*developed basing on Rockefeller Foundation
16. I pitfalls
• Overrating the Value of Innovation
• Undervaluing Failed Innovation
• Underappreciating the Difficulty of Innovation
17. Best guesses
• Understand innovation as practice, not result
• Be aware & vigilant of both positive and negative
outcomes during the innovation process
• Innovation combines both internal
(organizational) and external dynamics
• Be aware of dynamics within your organisation
that works against innovation (see OCCI)
• Pay close attention to specific characteristics
(actors, stakeholders, cultures…) of your ORG; not
5/7/9/… steps
18. organizational capacity for continuous innovation
SOCIAL ECONOMY & OCCI*
*Christian Seelos and Johanna Mair/both PACS
19. Internal idea creation and/or accessing external ideas or innovations
Interpreting and evaluating ideas
Experimenting and consensus building
Formalization and routinization
OCCI SUB-PROCESSES*
*Christian Seelos and Johanna Mair/both PACS
20. OCCI*
• Internal idea creation and/or accessing external ideas or innovations — the starting point of
innovation processes, i.e., when organizational members create new ideas or access externally
established ideas or innovations that are new to the organization by actively searching for them or
through processes of diffusion and dissemination.
• Interpreting and evaluating ideas — new ideas that give rise to innovations lie somewhat outside
the established mental models of organizational members; they need to be communicated and
interpreted at the individual and group levels of organizations. Their potential value requires
evaluation, and organizational members need to agree on appropriate actions from the context of
prevailing organizational goals, cultures, and mental models of organizational members.
• Experimenting and consensus building — new ideas need to be integrated into the organizational
system (e.g., through resource allocations and assigning responsibilities) to generate explorative
action that evaluates the practicalities and actual value of the potential innovation; groups seek a
consensus about its potential and fit with organizational objectives; this includes decisions about
retaining the new idea and deciding on appropriate scale and scope.
• Formalization and routinization — innovations are transformed from prototype status to new
ongoing programs by formalizing appropriate structures and processes as a basis for creating
value, i.e., exploiting the innovation. This creates a new reality for organizations and a new
knowledge base — the organization has changed.
*Christian Seelos and Johanna Mair/both PACS
21.
22.
23. Together reflecting on:
• What makes the SE space special? (If so?)
• Where innovation comes from in this space?
• Why all this focus on innovation?
• How to think about/work more structured
with innovation in a SE organisation?
Traditionally, the market has been seen as the primary source of innovation. This is because it has the structures, mechanisms and incentives that drive innovation. In Joseph Schumpeter’s formulation, it has the power of ‘creative destruction’, destroying the old in order to open the way for the new. Neither the state nor the third sector has the structure or incentive to innovate in this way. It is argued that they lack the mechanisms that allow the best to flourish and the less effective to wither away. The household on the other hand – that most distributed of economic systems – generates ideas but on its own lacks the capital, surplus time and organisational capacity to develop them.So what is the Social Economy?
Themes give it its distinctive character. One comes from technology: the spread of networks; creation of global infrastructures for information; and social networking tools. culture and values: the human dimension; on putting people first; giving democratic voice; and starting with the individual and relationships rather than systems and structures.
The social economy is a hybrid. It cuts across the four sub-economies: the market, the state, the grant economy, and the household.united by their focus on social goals, by the importance given to ethics, and by their multiple threads of reciprocity. Entities in the social economy have a base in one of the four sub- economies, but also operate across its boundaries.
Every year, hundreds of new innovation books are published with well meaning and intriguing recommendations for managers and organizations. They tout such innovation success factors as a risk-taking culture, inspired leadership, and openness to outside ideas. An increasingly impatient social sector sees innovation as the holy grail of progress. These challenges—this crisis, if you will—have legitimized a collective quest for new solutions—innovations!With the focus on innovation has come a tendency toadopt the language of markets and business, such associal ventures, hybrid business models, and impact investing. But while the innovation language has been adopted, the existing organizational and managerial knowledge base on innovation has remained largely unengaged.Applied studies tend to treat innovation primarily as an outcome and therefore imply that social innovation occurs when desired outcomes such as positive social change can be observed. Meanwhile, organizations that are the main locus of innovation activities are mostly treated as a black box and we know little about how social innovation develops within these organizations.Generating impact also depends on the ability of organizations to operate and innovate at the scale of the underlying social problems. The capacity of established organizations to keep innovating, therefore, is central to understanding the link between innovation and social progress.
innovation is often perceived as a development shortcutthus innovation becomes overrated. The tremendous value that is created by incremental improvements of the core, routine activities of social sector organizations gets sidelined. Therefore pushing innovation at the expense of strengthening more routine activities may actually destroy rather than create value.innovation in social sector organizations often has little external impact to showwhen it is enacted in unpredictable environments. Even proven innovations often fail when transferred to a different context. Yet the cumulative learning from failures may be tremendously valuable in understanding how a particular context ticks. This potentially builds and strengthens an organization’s capacity for productive innovation over time. In other words, if we evaluate innovation primarily by its outcome in the form of external impact, we may undervalue the positive internal organizational impact that comes from learning from failed innovation.Third, the hoped-for success factors for innovation that researchers and consultants have identified ignore the power of negative organizational factors, such as bad leadership, dysfunctional teams, and overambitious production goals.
Overrating the Value of InnovationMost of the value that established social sector organizations create comes from their core, routine activities perfected over time.Strict task specialization at every level of the organizational hierarchy—reminiscent of Adam Smith’s pin factory—enables steep learning curves and focused skill development.Look at the £20 note ( ASK for 20 pound note: Farinaz, Anna, Ruby , Chandra ????), which features the eighteenth-century economist Adam Smith staring fixedly at workers toiling in a pin factory. Smith argued that this factory would produce far more pins if workers specialised in just one or two tasks – such as straightening the wire or sticking on the head – rather than doing all the stages of pin-making themselves. The result was his most famous invention: the division of labour. relentless attention to incremental improvements lies at the core of an organization’s ability to build capacity and to make an impact on a scale appropriate to the social problem being addressed. Unpredictable innovation activities always compete with predictable core routines for scarce organizational resources, such as staff time and money. There needs to be a healthy balance between the allocation of resources among core activities, which enable predictable improvements and innovations, and the allocation of resources that lead to unpredictable results.Unfortunately, dedication and routine work do not have the sexiness factor of innovation. Undervaluing Failed Innovationinnovation often, almost always fails. complex social unpredictable world. Just as in the corporate business environment, productive social innovation thus relies heavily on trial and error and organizational learning. And despite high error rates and little positive impact long term, innovation as experimentation is often an essential prerequisite to continuous social innovation.…experimentation that leads to innovation failures can slowly improve an organization’s understanding of how a particular environment ticks. But then again unfortunately you can no write ”we experimented a lot, and failed a lot” in your corporations development report, right? Risk and financial support don’t go together well. Underappreciating the Difficulty of InnovationThe focus on outcomes and impact in the social innovation literature implies that the organizational side of social innovation is trivial and can be enacted by just doing the right things. The impatience with making fast progress has fueled a hunt for the critical success factors that can drive more innovation in organizations. The reality is that there are a myriad of factors that influence the characteristics and dynamics of innovation.Productive innovation therefore depends on the constellation of a large number of enabling organizational and contextual factors. But even a single negative factor, such as a shortsighted leader or a culture that is hostile to change, may prevent innovation.It needs a myriad to succeed and only one to fail.
WHAT does that mean for SOCIAL INNOVATION: Treat innovation as a practice, not result. Treat innovation as an independent variable, and reflect on multiple positive and negative outcomes during the innovation process. Recognize that innovation processes integrate different organizational and external factors. Understand the prevailing cognitive, normative, and political dimensions within organizations to determine how they might enable or stifle innovation. Reflect on the differences in innovation processes, influencing actors, and outcomes across different cultures and geographies rather than on general innovation factors. We know very little about such innovation-related factors as creativity, idea evaluation, and learning in organizations as they apply to non-Western settings.
organizational capacity for continuous innovation
Internal idea creation and/or accessing external ideas or innovations — the starting point of innovation processes, i.e., when organizational members create new ideas or access externally established ideas or innovations that are new to the organization by actively searching for them or through processes of diffusion and dissemination. Interpreting and evaluating ideas — new ideas that give rise to innovations lie somewhat outside the established mental models of organizational members; they need to be communicated and interpreted at the individual and group levels of organizations. Their potential value requires evaluation, and organizational members need to agree on appropriate actions from the context of prevailing organizational goals, cultures, and mental models of organizational members. Experimenting and consensus building — new ideas need to be integrated into the organizational system (e.g., through resource allocations and assigning responsibilities) to generate explorative action that evaluates the practicalities and actual value of the potential innovation; groups seek a consensus about its potential and fit with organizational objectives; this includes decisions about retaining the new idea and deciding on appropriate scale and scope.Formalization and routinization— innovations are transformed from prototype status to new ongoing programs by formalizing appropriate structures and processes as a basis for creating value, i.e., exploiting the innovation. This creates a new reality for organizations and a new knowledge base — the organization has changed.
External-relational — the impact of relations to the institutional context, funders, diffusion of external ideas and innovations, competitors, and collaborators on OCCI External-instrumental — the impact of serving and engaging with direct beneficiaries (i.e., an SSO’s customers and communities) on OCCI Internal-relational — the impact of relations between the members of an SSO and between individual members and the organization as a whole on OCCI Internal-instrumental — the impact of technical and managerial organizational processes and structures on OCCI