Week 6 - Assignment: Rate Methods of HR and Technology Practices for Developing Sustainable Innovation
Assignment
Top of Form
Due December 8 at 11:59 PM
Bottom of Form
For this week’s assignment, you will create a video presentation by using the Kaltura CaptureSpace tool located in NCUOne. To access the video capturing tool, follow the tutorial found in your Books and Resources for this Week.
For this assignment, you are asked to read the story about Progressive Insurance (Megson & Hammer, 2004) as a foundation for your presentation. Your task is to act like a business reporter covering a story for a business news network. You are expected to provide a summary of the human resource, technology, and process improvement efforts explained by Megson and Hammer, and then, provide a grade of A-F on the company performance. You are expected to give a grade on each of the summary elements and then an overall grade of the company’s performance. Your news story and grading should be no more than 5 minutes. You are expected to submit a transcript of your video. Feel free to be creative with your video as this is your news story to tell. Please keep in mind that while you are not expected to note your sources in your video presentation, you are expected to cite them in your transcript. You should reference at least 4 resources for this assignment using sources from the Library.
Length: Your video should be no more than 5 minutes.
References: You may reference any of the other resources provided in your reading this week.
Your video presentation should demonstrate thoughtful consideration of the ideas and concepts presented in the course and provide new thoughts and insights relating directly to this topic. Your response should reflect scholarly writing and current APA standards.
Reference
Megson, L., & Hammer, M. (2004). Deep change: How operational innovation can transform your company. Harvard Business Review, 82(7/8), 182–183.
Week 6
Print
Leading and Managing Sustainable Innovation
Perhaps there is no important rule in business than understanding that there is no one-size-fits-all approach to creating innovation. Even if you can create a spark of innovation, there is no guarantee that it can be maintained if there is no culture to maintain it. Simply stated, organizational leaders have to build an environment where innovation can occur and where it can be maintained. For innovation to happen, many conditions must be met. However, the conditions are not formulas for perfect innovations but simple elements that a manager must mix in the proper proportions for their respective organization. These elements include, but are not limited to, employees being encouraged to participate in process improvement; managers being willing to allow for failures with innovation; and finally, risk management must occur and must become socially ingrained. Keep in mind this is not risk avoidance; it is risk management of the inherent risks of seeking to be an innova ...
This document discusses the challenges of innovation and adaptability for managers. It argues that a manager must consistently provide innovation for both internal and external environments in order to advance technology and society. Without innovation and adaptability, customers will lose interest and the market will become static. The document uses examples like Kodak and Tesla to illustrate the importance and benefits of innovation, as well as the downfalls of failing to adapt to new technologies and customer needs. Kodak is highlighted for its failure to transition from film to digital, leading to bankruptcy, while Tesla is praised for its innovative partnerships and products that have enabled its success.
1) A recent study from Cambridge University identified four ways to foster disruptive innovation within established firms: encouraging risk taking, accepting failure, making organizational buy-in easy, and developing incentive programs for radical projects.
2) The study also identified common barriers to disruptive innovation, such as organizational inertia, cultural resistance, lack of incentive, and aversion to risk.
3) While the study focused on manufacturing case studies, the characters Megan and Potter discuss how the findings are equally applicable to other industries like services, retail, and exploration.
Please see attached for full data. Do young children use c.docxLeilaniPoolsy
Please see attached for full data.
Do young children use cell phones? Apparently so, according to a recent study (A. Ross, “Message to Santa; Kids Want a Phone,” Palm Beach Post, December 16, 2008,pp. 1A, 4A), which stated that cell phone users under 12 years of age averaged 137 calls per month as compared to 231 calls per month for cell phone users 13 to 17 years of age. No sample sizes were reported. Suppose that the results were based on samples of 50 cell phone users in each group and that the sample standard deviation for cell phone users under 12 years of age was 51.7 calls per month and the sample standard deviation for cell phone users 13 to 17 years of
age was 67.6 calls per month.
a. Using a 0.05 level of significance, is there evidence of a difference in the variances of cell phone usage between cell phone users under 12 years of age and cell phone users 13 to 17 years of age?
b. On the basis of the results in (a), which t test defined in Section 10.1 should you use to compare the means of the two groups of cell phone users? Discuss.
Running Header: OVERVIEW
SWOT ANALYSIS 2
SWOT Analysis
Shannon James
April 27, 2015
Shelia Porter
Overview
Xerox cooperation is a company that deals with business solutions that relate to document processing and management. Currently, the company operates in 160 companies across the globe. The headquarters of the company is in Norwalk Connecticut. The company employees 139650 people and recorded a profit of 22626 million dollars. The operating profit for the same company was about 1796 million dollars. The company has managed to the employee the latest technologies in carrying out its operations and that is why it has managed to remain relevant to the current dynamic market. In order for the company to remain relevant, there is a need for management to have proper strategies that would ensure that the business goals are achieved.
The goals
There are a number of related goals that the company needs to be achieved (Peter 2000). The common ones include customer satisfaction and excellent services. Others include premium return on assets and Use technology to develop market leadership. Each of the goals will need some specific strategies for it to be achieved.
In order to achieve customer satisfaction, the management will need to have a special plan that will help in boosting customer service. All employees should be trained to excellent customer service such that it should not just be the work of front office staff. The company must ensure the that the products and the services are of very high quality so that customers can be satisfied and in the event that the customers have complains, there should be a help desk for the customers to launch their complains. The management should also have a suggest box that must regularly be che.
The importance of Innovation and Technology in Organizational CultureAdedamolaAina
Organizational culture can be defined as shared values and beliefs that guide employee behavior. Cultures that foster innovation through enabling policies and values have competitive advantages. Internal integration, where employees work together and develop a shared identity, allows organizations to progress towards innovation. When measuring results, financial incentives do not always increase innovation. Subcultures may contradict the larger culture but can spark needed changes through new approaches. Technology choices are strategic and affect long term performance. Organizations that learn new technologies and keep staff updated tend to be more efficient and productive.
The document discusses leading change versus managing change. It notes that while change management focuses on keeping change efforts under control, change leadership is about driving large-scale transformation through establishing a sense of urgency, developing a vision, empowering broad-based action, generating short-term wins, and incorporating changes into the culture. Effective change leadership requires strategy, governance, seamless execution, and emphasizing dialogue to make the process relevant and the changes doable. Leaders must own the change themselves through putting skin in the game, working closely with employees, and embracing change as part of their role.
In this playbook, we outline the innovation challenge that leaders must overcome, and share our approach to embedding innovation into organisations. This includes an explanation of our Innovation Management Framework and a step-by-step guide to running a sprint that will quickly create a minimum viable innovation operating model. We based both these tools on our experience as heads of innovation and industry leaders, and honed them through our work with organisations around the world, from global financial institutions to market-leading drinks companies. Once on this transformative journey, leaders will instil an experimental culture across their organisations, something that’s necessary for achieving sustainable results. They’ll be able to respond to disruption in their industry, drive measurable returns from their innovation investments and become more efficient at responding to the needs of society and the environment.
Read attachedpages about 3-M and their approach to innovationRes.docxmakdul
Read attachedpages about 3-M and their approach to innovation
Research one of 3M’s innovations.
Write a full two page paper in which you respond to the following questions:
1. How did the creative thinking process work in the development of this product? Describe what took place in each of the four steps.
2. Analyze what type of innovation this was—invention, extension, duplication, or synthesis. What characteristics of the innovation have led you to this conclusion?
3. Explain which of the sources of innovative ideas discussed in this week’s reading help account for this product’s success and why?
Include a minimum of two sources
The Entrepreneurial Mind-Set in Organizations: Corporate Entrepreneurship
Thus, 3M’s philosophy was born. Innovation is a numbers game: The more ideas, the better the chances for a successful innovation. In other words, to master innovation, companies must have a tolerance for failure. This philosophy has paid off for 3M. Antistatic videotape, trans- lucent dental braces, synthetic ligaments for knee surgery, heavy-duty reflective sheeting for construction signs, and, of course, Post-it notes are just some of the great innovations devel- oped by the organization. Overall, the company has a catalog of 60,000 products.40
Today, 3M follows a set of innovative rules that encourages employees to foster ideas. The key rules include the following:
•
Don’t kill a project. If an idea can’t find a home in one of 3M’s divisions, a staffer can devote 15 percent of his or her time to prove it is workable. For those who need seed money, as many as 90 Genesis grants of $50,000 are awarded each year.
• Tolerate failure. Encouraging plenty of experimentation and risk taking allows more chances for a new product hit. The goal: Divisions must derive 25 percent of sales from products introduced in the past five years. The target may be boosted to 30 percent in some cases.
• Keep divisions small. Division managers must know each staffer’s first name. When a division gets too big, perhaps reaching $250 million to $300 million in sales, it is split up.
• Motivate the champions. When a 3M employee has a product idea, he or she recruits an action team to develop it. Salaries and promotions are tied into the product’s progress. The champion has a chance to someday run his or her own product group or division.
• Stay close to the customer. Researchers, marketers, and managers visit with customers and routinely invite them to help brainstorm product ideas.
•
Share the wealth. Technology, wherever it is developed, belongs to everyone.41 3-4c structuring the Work environment
Structuring the Work environment
When establishing the drive to innovate in today’s corporations, one of the most critical steps is to invest heavily in an innovative environment. A top-level manager’s job is to create a work environment that is highly conducive to innovation and entrepreneurial behaviors. Within such an environment, each employee has the opport ...
This document discusses the challenges of innovation and adaptability for managers. It argues that a manager must consistently provide innovation for both internal and external environments in order to advance technology and society. Without innovation and adaptability, customers will lose interest and the market will become static. The document uses examples like Kodak and Tesla to illustrate the importance and benefits of innovation, as well as the downfalls of failing to adapt to new technologies and customer needs. Kodak is highlighted for its failure to transition from film to digital, leading to bankruptcy, while Tesla is praised for its innovative partnerships and products that have enabled its success.
1) A recent study from Cambridge University identified four ways to foster disruptive innovation within established firms: encouraging risk taking, accepting failure, making organizational buy-in easy, and developing incentive programs for radical projects.
2) The study also identified common barriers to disruptive innovation, such as organizational inertia, cultural resistance, lack of incentive, and aversion to risk.
3) While the study focused on manufacturing case studies, the characters Megan and Potter discuss how the findings are equally applicable to other industries like services, retail, and exploration.
Please see attached for full data. Do young children use c.docxLeilaniPoolsy
Please see attached for full data.
Do young children use cell phones? Apparently so, according to a recent study (A. Ross, “Message to Santa; Kids Want a Phone,” Palm Beach Post, December 16, 2008,pp. 1A, 4A), which stated that cell phone users under 12 years of age averaged 137 calls per month as compared to 231 calls per month for cell phone users 13 to 17 years of age. No sample sizes were reported. Suppose that the results were based on samples of 50 cell phone users in each group and that the sample standard deviation for cell phone users under 12 years of age was 51.7 calls per month and the sample standard deviation for cell phone users 13 to 17 years of
age was 67.6 calls per month.
a. Using a 0.05 level of significance, is there evidence of a difference in the variances of cell phone usage between cell phone users under 12 years of age and cell phone users 13 to 17 years of age?
b. On the basis of the results in (a), which t test defined in Section 10.1 should you use to compare the means of the two groups of cell phone users? Discuss.
Running Header: OVERVIEW
SWOT ANALYSIS 2
SWOT Analysis
Shannon James
April 27, 2015
Shelia Porter
Overview
Xerox cooperation is a company that deals with business solutions that relate to document processing and management. Currently, the company operates in 160 companies across the globe. The headquarters of the company is in Norwalk Connecticut. The company employees 139650 people and recorded a profit of 22626 million dollars. The operating profit for the same company was about 1796 million dollars. The company has managed to the employee the latest technologies in carrying out its operations and that is why it has managed to remain relevant to the current dynamic market. In order for the company to remain relevant, there is a need for management to have proper strategies that would ensure that the business goals are achieved.
The goals
There are a number of related goals that the company needs to be achieved (Peter 2000). The common ones include customer satisfaction and excellent services. Others include premium return on assets and Use technology to develop market leadership. Each of the goals will need some specific strategies for it to be achieved.
In order to achieve customer satisfaction, the management will need to have a special plan that will help in boosting customer service. All employees should be trained to excellent customer service such that it should not just be the work of front office staff. The company must ensure the that the products and the services are of very high quality so that customers can be satisfied and in the event that the customers have complains, there should be a help desk for the customers to launch their complains. The management should also have a suggest box that must regularly be che.
The importance of Innovation and Technology in Organizational CultureAdedamolaAina
Organizational culture can be defined as shared values and beliefs that guide employee behavior. Cultures that foster innovation through enabling policies and values have competitive advantages. Internal integration, where employees work together and develop a shared identity, allows organizations to progress towards innovation. When measuring results, financial incentives do not always increase innovation. Subcultures may contradict the larger culture but can spark needed changes through new approaches. Technology choices are strategic and affect long term performance. Organizations that learn new technologies and keep staff updated tend to be more efficient and productive.
The document discusses leading change versus managing change. It notes that while change management focuses on keeping change efforts under control, change leadership is about driving large-scale transformation through establishing a sense of urgency, developing a vision, empowering broad-based action, generating short-term wins, and incorporating changes into the culture. Effective change leadership requires strategy, governance, seamless execution, and emphasizing dialogue to make the process relevant and the changes doable. Leaders must own the change themselves through putting skin in the game, working closely with employees, and embracing change as part of their role.
In this playbook, we outline the innovation challenge that leaders must overcome, and share our approach to embedding innovation into organisations. This includes an explanation of our Innovation Management Framework and a step-by-step guide to running a sprint that will quickly create a minimum viable innovation operating model. We based both these tools on our experience as heads of innovation and industry leaders, and honed them through our work with organisations around the world, from global financial institutions to market-leading drinks companies. Once on this transformative journey, leaders will instil an experimental culture across their organisations, something that’s necessary for achieving sustainable results. They’ll be able to respond to disruption in their industry, drive measurable returns from their innovation investments and become more efficient at responding to the needs of society and the environment.
Read attachedpages about 3-M and their approach to innovationRes.docxmakdul
Read attachedpages about 3-M and their approach to innovation
Research one of 3M’s innovations.
Write a full two page paper in which you respond to the following questions:
1. How did the creative thinking process work in the development of this product? Describe what took place in each of the four steps.
2. Analyze what type of innovation this was—invention, extension, duplication, or synthesis. What characteristics of the innovation have led you to this conclusion?
3. Explain which of the sources of innovative ideas discussed in this week’s reading help account for this product’s success and why?
Include a minimum of two sources
The Entrepreneurial Mind-Set in Organizations: Corporate Entrepreneurship
Thus, 3M’s philosophy was born. Innovation is a numbers game: The more ideas, the better the chances for a successful innovation. In other words, to master innovation, companies must have a tolerance for failure. This philosophy has paid off for 3M. Antistatic videotape, trans- lucent dental braces, synthetic ligaments for knee surgery, heavy-duty reflective sheeting for construction signs, and, of course, Post-it notes are just some of the great innovations devel- oped by the organization. Overall, the company has a catalog of 60,000 products.40
Today, 3M follows a set of innovative rules that encourages employees to foster ideas. The key rules include the following:
•
Don’t kill a project. If an idea can’t find a home in one of 3M’s divisions, a staffer can devote 15 percent of his or her time to prove it is workable. For those who need seed money, as many as 90 Genesis grants of $50,000 are awarded each year.
• Tolerate failure. Encouraging plenty of experimentation and risk taking allows more chances for a new product hit. The goal: Divisions must derive 25 percent of sales from products introduced in the past five years. The target may be boosted to 30 percent in some cases.
• Keep divisions small. Division managers must know each staffer’s first name. When a division gets too big, perhaps reaching $250 million to $300 million in sales, it is split up.
• Motivate the champions. When a 3M employee has a product idea, he or she recruits an action team to develop it. Salaries and promotions are tied into the product’s progress. The champion has a chance to someday run his or her own product group or division.
• Stay close to the customer. Researchers, marketers, and managers visit with customers and routinely invite them to help brainstorm product ideas.
•
Share the wealth. Technology, wherever it is developed, belongs to everyone.41 3-4c structuring the Work environment
Structuring the Work environment
When establishing the drive to innovate in today’s corporations, one of the most critical steps is to invest heavily in an innovative environment. A top-level manager’s job is to create a work environment that is highly conducive to innovation and entrepreneurial behaviors. Within such an environment, each employee has the opport ...
Innovation is The New Constant Final ENGYasser Mahmud
The EPPM Board explored how organizations can foster innovation to drive business transformation. They found that innovation must be a strategic priority and involve contributions from across an organization, not just R&D. Customers should be the focus of innovation efforts. While culture change is required, tools like EPPM can help organizations select innovative projects, assess risks, and ensure successful execution to realize benefits. Budgeting specifically for innovation demonstrates its value and unlocks latent creative potential within organizations.
Large, established companies face significant challenges with continuous innovation because their structures, processes, policies and incentives are designed for efficient execution, not innovation. While companies understand the need for innovation, their traditional management tools like KPIs, strategies, organizational structures, product management processes and HR policies are set up in a way that actually inhibits innovation. For companies to truly foster innovation, they need to develop new innovation-focused tools including metrics, processes and incentives that support innovation in parallel to execution, not just through occasional incubators or initiatives.
Jana Smirnova_Bachelor Thesis_How to help employees to go through organisatio...Jana Smirnova
This document provides an overview and introduction to a thesis examining how to help employees through organizational change, with a focus on the importance of communication. The thesis will use a case study of Company X, which recently underwent restructuring and reorganization. It discusses the need for change in businesses and challenges in change management. The document outlines the structure of the thesis, including sections on managing change theoretically, people's responses to change, empirical research on Company X's change process, and conclusions. It indicates qualitative interviews will be used to analyze how successfully Company X implemented change and provide recommendations.
This document provides a summary of workplace trends for 2012 as identified by Sodexo's research. The top 10 trends identified are: workplaces that promote sustainability, inclusive workplaces, rewards and recognition programs focused on individual employees, growth of virtual workforces, the built environment's role in engagement, evidence-based space design, quantifiable health and wellness initiatives, focus on psychological health, flexible workplaces, and integrating workplace solutions to create higher value. Each trend is briefly described in terms of its drivers and impact on organizations and employees.
6152020 Building an Innovation Strategy Scoring Guidehtt.docxpriestmanmable
6/15/2020 Building an Innovation Strategy Scoring Guide
https://courserooma.capella.edu/bbcswebdav/institution/BMGT/BMGT8136/190700/Scoring_Guides/u10a1_scoring_guide.html 1/2
Building an Innovation Strategy Scoring Guide
Due Date: End of Unit 10
Percentage of Course Grade: 40%.
CRITERIA NON-PERFORMANCE BASIC PROFICIENT DISTINGUISHED
Select and describe an
appropriate for-profit
organization.
16%
Fails to identify an
appropriate for-profit
organization to build an
innovation strategy that
address organization design,
impact of alliances and
collaborations, culture of
innovation, innovation
competencies, organizational
innovation processes, roles
of customers and markets,
people and innovation,
innovation measurement,
sustainability and innovation
and practical applications of
innovation.
Partially outlines an
appropriate for-profit
organization to build an
innovation strategy that
addresses organization
design, impact of alliances
and collaborations, culture of
innovation, innovation
competencies, organizational
innovation processes, roles
of customers and markets,
people and innovation,
innovation measurement,
sustainability and innovation
and practical applications of
innovation.
Describes an appropriate
for-profit organization to
build an innovation strategy
that address organization
design, impact of alliances
and collaborations, culture of
innovation, innovation
competencies,
organizational innovation
processes, roles of
customers and markets,
people and innovation,
innovation measurement,
sustainability and innovation,
and practical applications of
innovation.
Describes an appropriate for-profit
organization to build an innovation
strategy that address organization
design, impact of alliances and
collaborations, culture of
innovation, innovation
competencies, organizational
innovation processes, roles of
customers and markets, people
and innovation, innovation
measurement, sustainability and
innovation and practical
applications of innovation.
Comprehensively highlights the
industry and surrounding
environment.
Apply organizational design
models and systems
principles to assess an
organization's innovation
competencies, capabilities,
and deficiencies.
20%
Fails to connect
organizational design models
and systems principles to
assess an organization's
innovation competencies,
capabilities, and deficiencies.
Links some organizational
design models and systems
principles to assess an
organization's innovation
competencies, capabilities,
and deficiencies.
Applies organizational
design models and systems
principles to assess an
organization's innovation
competencies, capabilities,
and deficiencies.
Applies organizational design
models and systems principles to
assess an organization's
innovation competencies,
capabilities, and deficiencies.
Application is exceptionally
relevant and convincing.
Apply the concepts of
building an innovation
strategy, namely elements
of organization design,
impact of alliances and
collaborations,.
Discussion 1Post 1Top of FormToday, data quality and privac.docxcuddietheresa
Discussion 1
Post 1:
Top of Form
Today, data quality and privacy are important components in any organization around the world. Thus , project managers are required to come up with proper ways of ensuring better data quality and privacy to ensure there is availability and improve customer service that will go to the heart of enabling the organization have a proper and functioning system at the end of the day. The managers need to adopt the following recommendations for the business as follows. The first recommendation is the need to have a high level of accuracy and measurement when it comes to degree where the data values are obtained. Data accuracy is very important in the business as wrong values will produce wrong output and this will affect the quality of decision making process at the end of the day (Chiregi & Navimipour, 2016) Another important mechanism is to ensure that all the data is complete and contains all the required attributes that will ensure there is proper data that will used in the decision making process. Also, there is need for the data to be consistency and this means that all the attributes should be uniform and all the instances and references from the set of data (Pearson & Wegener,2013). Thus, all the data collected need to be accurate and all values be consistent form the source. Finally, there is need to have a unique demonstration of the records that will need to be represented within the data sets and this will remove the element of duplicates at the end of the day.
References
Chiregi, M., & Navimipour, N. J. (2016). A new method for trust and reputation evaluation in the cloud environments using the recommendations of opinion leaders' entities and removing the effect of troll entities. Computers in Human Behavior, 60, 280-292.
Pearson, T., & Wegener, R. (2013). Big data: the organizational challenge. Bain Co.
Response1:
Post 2:
Top of Form
Recommendations that IT managers group collectively provide
In the modern workplace, Information Technology Managers (IT Managers) plays a vital role. IT managers helps to implement and administrate technology within their organization. He gives proper direction to the organization, the communications system and the structure. He ensures that the long-term objectives are translated into concrete plans of actions and understood and supported by people working at various levels. Other responsibility of the manager is a system of communications which enables managers throughout the organization to be aware, and the manager responsible for the systems stay informed of the changes that are taking place (How do Managers (Leaders) Contribute to an Organizations?, 2012). Below are some recommendations that an IT Managers provide:
Planning and Assessments: The organization need to identify the strengths, weaknesses and outside threats to work against its success and name the problem or issue that they are concerned about. It should utilize their current network to identify ...
Your Grid for Week 6 assignmentNutchanart PonimChange Plan GridTo.docxdanielfoster65629
Your Grid for Week 6 assignmentNutchanart PonimChange Plan GridTopicFrequency or timelineStakeholders/AudiencePurpose or rationaleCommunicatorMessageAuthorDelivery methodmeasureCommunicating ChangeRegularlyworkersto adjust to changemanagementchangeHRemail and meetingsobservationCommunicating Changeupdate them whenever there is changecustomerinform of new productsmanagement,workers and agentsimproved products and servicesCEOadvertisements and agentsinterview and questionaireCommunicating Changeupdate them whenever there is changepublicinform them of change and new productsmanagement,workers and agentschange and improved servicesCEOadvertisement,agents and workersinterview and questionaireCommunicating Changewhen there is a changeagentsto adress the new change in their operationmanagement and workersinform ofchange in organizationHRemail, meetings, conferencesinquiryCommunicating Changewhen there is chage to be adressedManagement and leadershipto impress new positive changeworkers,agents, customers and publicimpress new positive changeHRone on one, meetings etcchange in management strategyCommunicating Changeupdate them whenever there is changeGovernmentso that they know of change and keep standardsmanagement,agentschangeCEOemail, seminers, meetings,agentsobservationCommunicating Changeupdate them whenever there is changePatnersto know and enable the intergrate the changemanagement,agentschangeCEOemail, seminers, meetings,agentsobservation
DefinitionsTopic What is the topic of the communication? (A "re" statement)FrequencyHow often will this message go out? Regularly? Will there be updated versions? Once?AudienceWho will get this message? Why?PurposeWhat is the goal of the communication - what should it achieve?CommunicatorWho is going to actually have their name/voice on this communication?MessageWhat is the foundation of the message? Key points listed.AuthorWho is going to write the communication? (Use the name of the officer/change agent, for example, the CIO, CFO, CEO or the "CA" (change agent), HR Director, etc.) You don't actually write a person's nameDeliveryHow will the message be delivered and why that method? (i.e. email/phone conference/in person, etc.)MeasureHow will you measure or determine if the message successfully conveyed the information?
Sheet3
Running head:Part 2
Part 2 3
Part 2
Course
Lecturer
Institution
City, State
Date of submission
When communicating with the workers, it is important to pay attention to the strategy so as to ensure that the communication is in line with the mission and goals to be achieved. To ensure that the changes to be addressed and goals aimed at are well defined and expressed to the workers and other members.
When communicating, it is important to target the specific audience that you want to send or pass the information to. If its workers, the mode of communication should be able to influence their spirit and eventually this will be transferred to target market. The message shoul.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/the-highway-of-change-and-a-practical-framework-approach-to-change/
Since Monday, 9 th January 2015, my free Flevy download Practical Framework Approach to Change has been downloaded over 500 times. The document contains just a “snapshot” of my approach, rather than going into any explicit details about the tools and techniques related to each of the framework components. The level of interest shown has spurred me into writing this article to provide a little more “meat on the bone” about the framework.
Aligned with this approach, you may want to pay due respect to some of the many “holistic” change methodologies from the likes of Prosci, Kotter, etc. I have a document on Flevy called A Snapshot Guide to Better Known Change Management Models/Methodologies .
A Short History
Over the last 25-years or so, I have developed and implemented many bespoke Business Change and Transformation Approaches and Strategies for organisations to enable them to drive through change initiatives/programmes and achieve considerable ROI and business benefit.
These bespoke Approaches/Strategies have used as their basis my Practical Framework Approach to Change. This was first developed in 1996, but has been regularly updated and changed based on new learning, acquired knowledge and research through being involved in many diverse change initiatives in a cross-section of different industry sectors between 1996 to present.
First of all, there are two things that you need to know:
1. The framework is modular which means it can be used in its totality or you can “pick and choose” which modules you want to use dependent on the change initiative.
Strategic Plan Part 3
By: Christopher Gilbert
BUS/475
Instructor: Dr. Steve Verrone
June 20, 2016
STRATEGIC PLAN PART 3
STRATEGIC PLAN PART 3
1
STRATEGIC OBJECTIVES SUMMARY (BALANCED SCORECARD).
STRATEGY
GOAL- What we want to accomplish
OBJECTIVES- How we are going to accomplish the goal
MEASURE
TARGET
SHAREHOLDER VALUE OR FINANCIAL PERSPECTIVE
Ensure financial benefits are maximized through smart and transparent financial systems.
Allocate budget to support business goals and objectives.
Provide investors with value- relevant information.
Increase market share which will improve our competitive position which will lead to sustainable profitability.
Stay relevant through innovation, respond to customers fast enough and use their ideas, buy off competitors and increase flexibility in operations.
Percentage of total market in the business printing sector
70%
Demonstrate cost savings in the organization as a result of business processes being streamlined.
Use process value analysis on all change initiatives in the organization.
Percentage of change initiatives that produced cost savings in the organization.
75%
PROCESS OR INTERNAL OPERATIONS PERSPECTIVE
Implement strategies to maximize resources and infrastructure present in Neon Software, Inc.’s facilities.
Make use of creativity and innovation in order to improve internal processes and keeps the business progressing.
Ensure high utilization of company facilities.
Improve process delivery
Create business project management process
The process is implemented in full.
PASS/ FAIL
Ensure effective implementation of initiatives
Initiative delivered project goals
Percentage of goals met
90%
Initiative delivered on time
Percentage of initiatives delivered on time
90%
Initiative delivered on budget
Percentage of initiatives delivered on budget
90%
CUSTOMER VALUE PERSPECTIVE
Maximize customer collaboration in order to identify and understand customer needs and expectations.
Deliver timely, accurate, and high-quality services and products to increase value and achieve customer satisfaction.
Products offered by Neon Software, Inc. to be affordable with the firm acting as a market leader.
Identify customer needs and inefficiencies and implement relevant solutions.
Map existing business processes
Number of business processes mapped
4
Facilitate the management of change in the company.
Change management plan implemented
PASS/ FAIL
Build effective customer relationships
Increase customer contacts
Number of new customer contacts per week
4
Learn and apply communication techniques
Number of feedback sessions
2 per person
LEARNING AND GROWTH (EMPLOYEE) PERSPECTIVE
Promote a culture and working environment that embraces growth and development.
Meet the needs of each of our employees which will more often than not result in employee engagement and employee satisfaction in general.
Ensure that employees are compensated sufficiently which will help with retention.
Mc kinsey the eight essentials of innovationChien Do Van
The document discusses eight essential attributes that are present in companies that are high performers in innovation. It summarizes each of the eight essentials: Aspire, Choose, Discover, Evolve, Accelerate, Scale, Extend, and Mobilize. Aspire involves setting an innovation vision and targets. Choose focuses on prioritizing innovation opportunities and managing risk through a portfolio approach. Discover is about generating insights through customer learning and external networks.
How any organisation can drive culture and design systems to pursue practical...Toby Farren
This whitepaper will provide an insight into the different elements of modern innovation fostering,
including the various factors determining the capability of organisations to innovate internally;
the differences between frontend and backend innovation; and a focus on the relatively new
‘open’ innovation methods (including the advantages of utilizing sandboxes in the frontend
innovation process as well as collaborating with external bodies).
Organisations continue to search for the magic snake oil that will bring their innovation programs to life. But there is no magic. Its about building a portfolio of experiments and abolishing the "big-bang" approach that looks for the one thing to transform the business.
The document discusses success and impact in innovation programs. It outlines the key phases of innovation - ideation, evaluation, incubation, and transformation - and what success looks like for each phase. For ideation, success is generating novel ideas, while for evaluation it is demonstrating an idea's potential benefits. Incubation requires showing an idea is feasible through prototypes, and transformation means operationalizing an idea through standard business metrics like revenue. The document stresses the importance of aligning innovation work with business goals and partnering across functions to ensure successful handoffs between phases.
Running head DQE PREP PAGE 1DQE PREP PAGE 47.docxjeanettehully
Running head: DQE PREP PAGE 1
DQE PREP PAGE 47
DQE Prep
Student’s Name:
University
DQE PART 1
Introduction
The concern of the Year 1 DBA year course primarily touches on many issues that connects with the customer welfare in a bid to retain the firm for business. The customer retention values will include embracing and driving change through innovation, creating fun and exemplary experiences for consumers, to be open-minded and creative, to build honest and open relationships through communication, team spirit and to work with passion and integrity. These values will guide employees to work with passion and integrity in the process of creating new products. These employees will also be required to communicate honestly with each other and with clients.
The industry entails the inculcation of latest communication methods for instance the application and use of data connectivity as well as mobile devices. The firms that operate under the telecommunication industry as such offer services in relation to internet and related issues. The firms however, have a unilateral or rather single internet provider as they only serve as resellers in the market ( Cohen, 2018). The firms also offer wireless communication service alongside the bulky purchase of the internet service. The firms in the industry have in all ways observed the policies as stipulated by the business all to ensure smooth running of their businesses.
Customer loyalty is the likelihood that the current customers will continue buying from a specific seller. Most of these customers will go a long way to recommending the company’s products to their friends to the advantage of the company. Because it is quite expensive trying to lure new customers to buy a certain product from a specific seller, most of the businesses will try much they can to retain the existing customers. This is achieved through provision of quality services and extensive advertising. Giving customers the reason to be loyal is key, most customers’ value being given great services with create quality and therefore they will go an extra mile even to send more with the current seller than trying to switch from one seller to the other. Customers will start thinking otherwise if the brand of the goods provided does not meet their needs.
Customer satisfaction in the case of the business in question would only possible to get its derivation from the responses through the questionnaires and survey carried out by the researchers in the field. Customer satisfaction by all incidences forms a primary pillar in as far as rating the firm is concerned and as such is the main arsenal for use by the business in keeping the clientele loyalty. It takes the firm a stepwise process in ensuring that the customers get what they really are in need of all the time. The degree of satisfaction as recorded by the customers offers a platform for the business in question outline the best way out in as far making busines ...
SWOT AnalysisSWOT AnalysisBy Christopher Gi.docxssuserf9c51d
SWOT Analysis
SWOT Analysis
By: Christopher Gilbert
BUS/475
Instructor: Dr. Steve Verrone
June 15,2016
Factors that are in the external environment and their effect on the Neon Software, Inc.
Business Factor: Influence on the organization
Economic Condition
Economic conditions can be a threat to a business due to the regular changes that occur such as the increase in interest rates of goods and services. This makes customers reduce their purchasing power of goods and services available in the market. This affects the manufacturing organization for they will produce the products in small amounts to avoid loss. Unemployment
.
Technology
Technology may become a weakness to the organization if they are not aware of the up to date technology to remain competitive in the market and deliver quality and unique product to the customers. Organizations that lag behind in technology are at risk of losing their shares in the market
Environmental
This involves the surrounding such as climatic changes which may include floods, drought and global warming. Global warming is a phenomenon where harmful products affect the ozone layer. This can be may be a weakness in the business that highly relay on agricultural products. Their production of goods and services may decrease and this affects their income.
Social
This involves the change in lifestyle. Organizations should be up-to-date with various lifestyles in the market so that to meet customer’s needs and wants.
For example for the product that is on fashion is jeans trousers, the organizations should increase their productivity since they an opportunity for improving their productivity. This improves the organization operation in the market, more so increase their operating profits.
Innovation
This bring creative and coming up with new ideas that enhance the productivity of an organization. This opportunity to the organization since they can be able to improve their operations by adopting advanced technique in their production thus being competitive in the market. This led to the production of a unique product that will be attractive to the customers and this will lead to increase in the level of production.
Competitive analysis
This stands out to be a threat to the organization since they should be aware and keen of the new entrant in the market. Competitors always try to be smart in the market for they lower the prices of their products as compared to others and also try to rebrand the existing products in the market so that they may attract the customers. Therefore, organizations should always be alert to identify such competitors.
Strategy
This refers to patterns of action over a period of time. Organization bases their ideas and decisions on various strategies so as to archive the set objectives and goals. This becomes the strength of the organization for they are able to remain competitive in the market and improve their productivity.
Structure
This refers the hierarch ...
Change Management, Measurement and Tracking_2015Eliana Arruda
This document discusses the importance of measuring organizational change programs. It notes that changes are happening constantly in most organizations to adapt to a changing business environment. While there are many change management methodologies and tools available, tracking whether promised benefits are actually delivered remains a key challenge. Effective measurement is important because changes often take longer and cost more than planned. The document then introduces the Accenture Change Tracking Tool as one solution for systematically measuring change programs against key performance indicators. It argues that using proven tools can help minimize the effort required to track changes over time.
Dovile & Shubhabrata_Knowledge Acquisition for a New Business Model Creation ...Dovil? Gedvilait?
This document summarizes a master's thesis that examines how organizations acquire knowledge to create new business models. The thesis aims to understand how organizations perform knowledge acquisition for new business model creation and what factors influence this process. It conducts a case study of a company through interviews to empirically explore knowledge acquisition and the enabling conditions during business model change. The findings are used to propose a modified framework for understanding the dynamic interplay between knowledge acquisition and business model creation. The thesis contributes new insights into how organizations can adapt their knowledge creation processes to successfully innovate their business models.
This document summarizes an exponential disruptive innovation course taught by Mike Mastroyiannis and Rene Hartmann. The course will cover how innovation processes have evolved from linear to networked models and the changes required to embrace disruptive exponential technologies, health sciences, internet connectivity, and urbanization trends. It will address how these trends impact eight key innovation process steps and corporate functions. The course will also discuss alternatives to traditional in-house innovation, how to lead change in companies to adapt innovation processes, and how medium and large firms can differently implement changes.
Innomantra viewpoint -The End of CXOs Innovation Peekaboo Innomantra
Innovation has been a lifeline of many organizations for survival and growth, but the CXOs and leadership had a ‘peekaboo’ experience with ad hoc activities and very thin consistency in involvement of its people. As they were trying to structure by connecting the jigsaw pieces of innovation in a multicultural business and stakeholder environment to achieve an exponential impact in the age of triple-bottom-line Profits, People, and Planet.
This document discusses how companies can create a culture of innovation. It argues that innovation is critical for business success and survival in today's environment. It emphasizes that innovation depends on investing in employees and fostering a culture that encourages creative thinking. The document provides several strategies for developing an innovative culture, including having leadership commit to innovation as a top goal, recognizing employees' innovative contributions, promoting collaboration over individual achievements, and embracing diversity in work groups. It also stresses the importance of consulting to help companies change attitudes and think in new ways to drive innovation.
Most patients with mental health disorders are not aggressive. H.docxhelzerpatrina
Most patients with mental health disorders are not aggressive. However, it is important for nurses to be able to know the signs and symptoms associated with the five phases of aggression, and to appropriately apply nursing interventions to assist in treating aggressive patients. Please read the case study below and answer the four questions related to it.
Aggression Case Study
Christopher, who is 14 years of age, was recently admitted to the hospital for schizophrenia. He has a history of aggressive behavior and states that the devil is telling him to kill all adults because they want to hurt him. Christopher has a history of recidivism and noncompliance with his medications. One day on the unit, the nurse observes Christopher displaying hypervigilant behaviors, pacing back and forth down the hallway, and speaking to himself under his breath. As the nurse runs over to Christopher to talk, he sees that his bedroom door is open and runs into his room and shuts the door. The nurse responds by attempting to open the door, but Christopher keeps pulling the door shut and tells the nurse that if the nurse comes in the room he will choke the nurse. The nurse responds by calling other staff to assist with the situation.
1. What phase of the aggression cycle is Christopher in at the beginning of this scenario? What phase is he in at the end the scenario? (State the evidence that supports your answers).
2. What interventions could have been implemented to prevent Christopher from escalating at the beginning of the scenario?
3. What interventions should the nurse take to deescalate the situation when Christopher is refusing to open his door?
4. If a restrictive intervention (restraint/seclusion) is used, what are some important steps for the nurse to remember?
.
MotivationExplain your motivation for applying to this prog.docxhelzerpatrina
Motivation:
Explain your motivation for applying to this program. How does the content of this study abroad program relate to your future academic and professional goals?
Goals(REQUIRED)
List and explain three concrete goals related to living and studying abroad that you will set for yourself to get the most out of this opportunity.
.
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Innovation is The New Constant Final ENGYasser Mahmud
The EPPM Board explored how organizations can foster innovation to drive business transformation. They found that innovation must be a strategic priority and involve contributions from across an organization, not just R&D. Customers should be the focus of innovation efforts. While culture change is required, tools like EPPM can help organizations select innovative projects, assess risks, and ensure successful execution to realize benefits. Budgeting specifically for innovation demonstrates its value and unlocks latent creative potential within organizations.
Large, established companies face significant challenges with continuous innovation because their structures, processes, policies and incentives are designed for efficient execution, not innovation. While companies understand the need for innovation, their traditional management tools like KPIs, strategies, organizational structures, product management processes and HR policies are set up in a way that actually inhibits innovation. For companies to truly foster innovation, they need to develop new innovation-focused tools including metrics, processes and incentives that support innovation in parallel to execution, not just through occasional incubators or initiatives.
Jana Smirnova_Bachelor Thesis_How to help employees to go through organisatio...Jana Smirnova
This document provides an overview and introduction to a thesis examining how to help employees through organizational change, with a focus on the importance of communication. The thesis will use a case study of Company X, which recently underwent restructuring and reorganization. It discusses the need for change in businesses and challenges in change management. The document outlines the structure of the thesis, including sections on managing change theoretically, people's responses to change, empirical research on Company X's change process, and conclusions. It indicates qualitative interviews will be used to analyze how successfully Company X implemented change and provide recommendations.
This document provides a summary of workplace trends for 2012 as identified by Sodexo's research. The top 10 trends identified are: workplaces that promote sustainability, inclusive workplaces, rewards and recognition programs focused on individual employees, growth of virtual workforces, the built environment's role in engagement, evidence-based space design, quantifiable health and wellness initiatives, focus on psychological health, flexible workplaces, and integrating workplace solutions to create higher value. Each trend is briefly described in terms of its drivers and impact on organizations and employees.
6152020 Building an Innovation Strategy Scoring Guidehtt.docxpriestmanmable
6/15/2020 Building an Innovation Strategy Scoring Guide
https://courserooma.capella.edu/bbcswebdav/institution/BMGT/BMGT8136/190700/Scoring_Guides/u10a1_scoring_guide.html 1/2
Building an Innovation Strategy Scoring Guide
Due Date: End of Unit 10
Percentage of Course Grade: 40%.
CRITERIA NON-PERFORMANCE BASIC PROFICIENT DISTINGUISHED
Select and describe an
appropriate for-profit
organization.
16%
Fails to identify an
appropriate for-profit
organization to build an
innovation strategy that
address organization design,
impact of alliances and
collaborations, culture of
innovation, innovation
competencies, organizational
innovation processes, roles
of customers and markets,
people and innovation,
innovation measurement,
sustainability and innovation
and practical applications of
innovation.
Partially outlines an
appropriate for-profit
organization to build an
innovation strategy that
addresses organization
design, impact of alliances
and collaborations, culture of
innovation, innovation
competencies, organizational
innovation processes, roles
of customers and markets,
people and innovation,
innovation measurement,
sustainability and innovation
and practical applications of
innovation.
Describes an appropriate
for-profit organization to
build an innovation strategy
that address organization
design, impact of alliances
and collaborations, culture of
innovation, innovation
competencies,
organizational innovation
processes, roles of
customers and markets,
people and innovation,
innovation measurement,
sustainability and innovation,
and practical applications of
innovation.
Describes an appropriate for-profit
organization to build an innovation
strategy that address organization
design, impact of alliances and
collaborations, culture of
innovation, innovation
competencies, organizational
innovation processes, roles of
customers and markets, people
and innovation, innovation
measurement, sustainability and
innovation and practical
applications of innovation.
Comprehensively highlights the
industry and surrounding
environment.
Apply organizational design
models and systems
principles to assess an
organization's innovation
competencies, capabilities,
and deficiencies.
20%
Fails to connect
organizational design models
and systems principles to
assess an organization's
innovation competencies,
capabilities, and deficiencies.
Links some organizational
design models and systems
principles to assess an
organization's innovation
competencies, capabilities,
and deficiencies.
Applies organizational
design models and systems
principles to assess an
organization's innovation
competencies, capabilities,
and deficiencies.
Applies organizational design
models and systems principles to
assess an organization's
innovation competencies,
capabilities, and deficiencies.
Application is exceptionally
relevant and convincing.
Apply the concepts of
building an innovation
strategy, namely elements
of organization design,
impact of alliances and
collaborations,.
Discussion 1Post 1Top of FormToday, data quality and privac.docxcuddietheresa
Discussion 1
Post 1:
Top of Form
Today, data quality and privacy are important components in any organization around the world. Thus , project managers are required to come up with proper ways of ensuring better data quality and privacy to ensure there is availability and improve customer service that will go to the heart of enabling the organization have a proper and functioning system at the end of the day. The managers need to adopt the following recommendations for the business as follows. The first recommendation is the need to have a high level of accuracy and measurement when it comes to degree where the data values are obtained. Data accuracy is very important in the business as wrong values will produce wrong output and this will affect the quality of decision making process at the end of the day (Chiregi & Navimipour, 2016) Another important mechanism is to ensure that all the data is complete and contains all the required attributes that will ensure there is proper data that will used in the decision making process. Also, there is need for the data to be consistency and this means that all the attributes should be uniform and all the instances and references from the set of data (Pearson & Wegener,2013). Thus, all the data collected need to be accurate and all values be consistent form the source. Finally, there is need to have a unique demonstration of the records that will need to be represented within the data sets and this will remove the element of duplicates at the end of the day.
References
Chiregi, M., & Navimipour, N. J. (2016). A new method for trust and reputation evaluation in the cloud environments using the recommendations of opinion leaders' entities and removing the effect of troll entities. Computers in Human Behavior, 60, 280-292.
Pearson, T., & Wegener, R. (2013). Big data: the organizational challenge. Bain Co.
Response1:
Post 2:
Top of Form
Recommendations that IT managers group collectively provide
In the modern workplace, Information Technology Managers (IT Managers) plays a vital role. IT managers helps to implement and administrate technology within their organization. He gives proper direction to the organization, the communications system and the structure. He ensures that the long-term objectives are translated into concrete plans of actions and understood and supported by people working at various levels. Other responsibility of the manager is a system of communications which enables managers throughout the organization to be aware, and the manager responsible for the systems stay informed of the changes that are taking place (How do Managers (Leaders) Contribute to an Organizations?, 2012). Below are some recommendations that an IT Managers provide:
Planning and Assessments: The organization need to identify the strengths, weaknesses and outside threats to work against its success and name the problem or issue that they are concerned about. It should utilize their current network to identify ...
Your Grid for Week 6 assignmentNutchanart PonimChange Plan GridTo.docxdanielfoster65629
Your Grid for Week 6 assignmentNutchanart PonimChange Plan GridTopicFrequency or timelineStakeholders/AudiencePurpose or rationaleCommunicatorMessageAuthorDelivery methodmeasureCommunicating ChangeRegularlyworkersto adjust to changemanagementchangeHRemail and meetingsobservationCommunicating Changeupdate them whenever there is changecustomerinform of new productsmanagement,workers and agentsimproved products and servicesCEOadvertisements and agentsinterview and questionaireCommunicating Changeupdate them whenever there is changepublicinform them of change and new productsmanagement,workers and agentschange and improved servicesCEOadvertisement,agents and workersinterview and questionaireCommunicating Changewhen there is a changeagentsto adress the new change in their operationmanagement and workersinform ofchange in organizationHRemail, meetings, conferencesinquiryCommunicating Changewhen there is chage to be adressedManagement and leadershipto impress new positive changeworkers,agents, customers and publicimpress new positive changeHRone on one, meetings etcchange in management strategyCommunicating Changeupdate them whenever there is changeGovernmentso that they know of change and keep standardsmanagement,agentschangeCEOemail, seminers, meetings,agentsobservationCommunicating Changeupdate them whenever there is changePatnersto know and enable the intergrate the changemanagement,agentschangeCEOemail, seminers, meetings,agentsobservation
DefinitionsTopic What is the topic of the communication? (A "re" statement)FrequencyHow often will this message go out? Regularly? Will there be updated versions? Once?AudienceWho will get this message? Why?PurposeWhat is the goal of the communication - what should it achieve?CommunicatorWho is going to actually have their name/voice on this communication?MessageWhat is the foundation of the message? Key points listed.AuthorWho is going to write the communication? (Use the name of the officer/change agent, for example, the CIO, CFO, CEO or the "CA" (change agent), HR Director, etc.) You don't actually write a person's nameDeliveryHow will the message be delivered and why that method? (i.e. email/phone conference/in person, etc.)MeasureHow will you measure or determine if the message successfully conveyed the information?
Sheet3
Running head:Part 2
Part 2 3
Part 2
Course
Lecturer
Institution
City, State
Date of submission
When communicating with the workers, it is important to pay attention to the strategy so as to ensure that the communication is in line with the mission and goals to be achieved. To ensure that the changes to be addressed and goals aimed at are well defined and expressed to the workers and other members.
When communicating, it is important to target the specific audience that you want to send or pass the information to. If its workers, the mode of communication should be able to influence their spirit and eventually this will be transferred to target market. The message shoul.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/the-highway-of-change-and-a-practical-framework-approach-to-change/
Since Monday, 9 th January 2015, my free Flevy download Practical Framework Approach to Change has been downloaded over 500 times. The document contains just a “snapshot” of my approach, rather than going into any explicit details about the tools and techniques related to each of the framework components. The level of interest shown has spurred me into writing this article to provide a little more “meat on the bone” about the framework.
Aligned with this approach, you may want to pay due respect to some of the many “holistic” change methodologies from the likes of Prosci, Kotter, etc. I have a document on Flevy called A Snapshot Guide to Better Known Change Management Models/Methodologies .
A Short History
Over the last 25-years or so, I have developed and implemented many bespoke Business Change and Transformation Approaches and Strategies for organisations to enable them to drive through change initiatives/programmes and achieve considerable ROI and business benefit.
These bespoke Approaches/Strategies have used as their basis my Practical Framework Approach to Change. This was first developed in 1996, but has been regularly updated and changed based on new learning, acquired knowledge and research through being involved in many diverse change initiatives in a cross-section of different industry sectors between 1996 to present.
First of all, there are two things that you need to know:
1. The framework is modular which means it can be used in its totality or you can “pick and choose” which modules you want to use dependent on the change initiative.
Strategic Plan Part 3
By: Christopher Gilbert
BUS/475
Instructor: Dr. Steve Verrone
June 20, 2016
STRATEGIC PLAN PART 3
STRATEGIC PLAN PART 3
1
STRATEGIC OBJECTIVES SUMMARY (BALANCED SCORECARD).
STRATEGY
GOAL- What we want to accomplish
OBJECTIVES- How we are going to accomplish the goal
MEASURE
TARGET
SHAREHOLDER VALUE OR FINANCIAL PERSPECTIVE
Ensure financial benefits are maximized through smart and transparent financial systems.
Allocate budget to support business goals and objectives.
Provide investors with value- relevant information.
Increase market share which will improve our competitive position which will lead to sustainable profitability.
Stay relevant through innovation, respond to customers fast enough and use their ideas, buy off competitors and increase flexibility in operations.
Percentage of total market in the business printing sector
70%
Demonstrate cost savings in the organization as a result of business processes being streamlined.
Use process value analysis on all change initiatives in the organization.
Percentage of change initiatives that produced cost savings in the organization.
75%
PROCESS OR INTERNAL OPERATIONS PERSPECTIVE
Implement strategies to maximize resources and infrastructure present in Neon Software, Inc.’s facilities.
Make use of creativity and innovation in order to improve internal processes and keeps the business progressing.
Ensure high utilization of company facilities.
Improve process delivery
Create business project management process
The process is implemented in full.
PASS/ FAIL
Ensure effective implementation of initiatives
Initiative delivered project goals
Percentage of goals met
90%
Initiative delivered on time
Percentage of initiatives delivered on time
90%
Initiative delivered on budget
Percentage of initiatives delivered on budget
90%
CUSTOMER VALUE PERSPECTIVE
Maximize customer collaboration in order to identify and understand customer needs and expectations.
Deliver timely, accurate, and high-quality services and products to increase value and achieve customer satisfaction.
Products offered by Neon Software, Inc. to be affordable with the firm acting as a market leader.
Identify customer needs and inefficiencies and implement relevant solutions.
Map existing business processes
Number of business processes mapped
4
Facilitate the management of change in the company.
Change management plan implemented
PASS/ FAIL
Build effective customer relationships
Increase customer contacts
Number of new customer contacts per week
4
Learn and apply communication techniques
Number of feedback sessions
2 per person
LEARNING AND GROWTH (EMPLOYEE) PERSPECTIVE
Promote a culture and working environment that embraces growth and development.
Meet the needs of each of our employees which will more often than not result in employee engagement and employee satisfaction in general.
Ensure that employees are compensated sufficiently which will help with retention.
Mc kinsey the eight essentials of innovationChien Do Van
The document discusses eight essential attributes that are present in companies that are high performers in innovation. It summarizes each of the eight essentials: Aspire, Choose, Discover, Evolve, Accelerate, Scale, Extend, and Mobilize. Aspire involves setting an innovation vision and targets. Choose focuses on prioritizing innovation opportunities and managing risk through a portfolio approach. Discover is about generating insights through customer learning and external networks.
How any organisation can drive culture and design systems to pursue practical...Toby Farren
This whitepaper will provide an insight into the different elements of modern innovation fostering,
including the various factors determining the capability of organisations to innovate internally;
the differences between frontend and backend innovation; and a focus on the relatively new
‘open’ innovation methods (including the advantages of utilizing sandboxes in the frontend
innovation process as well as collaborating with external bodies).
Organisations continue to search for the magic snake oil that will bring their innovation programs to life. But there is no magic. Its about building a portfolio of experiments and abolishing the "big-bang" approach that looks for the one thing to transform the business.
The document discusses success and impact in innovation programs. It outlines the key phases of innovation - ideation, evaluation, incubation, and transformation - and what success looks like for each phase. For ideation, success is generating novel ideas, while for evaluation it is demonstrating an idea's potential benefits. Incubation requires showing an idea is feasible through prototypes, and transformation means operationalizing an idea through standard business metrics like revenue. The document stresses the importance of aligning innovation work with business goals and partnering across functions to ensure successful handoffs between phases.
Running head DQE PREP PAGE 1DQE PREP PAGE 47.docxjeanettehully
Running head: DQE PREP PAGE 1
DQE PREP PAGE 47
DQE Prep
Student’s Name:
University
DQE PART 1
Introduction
The concern of the Year 1 DBA year course primarily touches on many issues that connects with the customer welfare in a bid to retain the firm for business. The customer retention values will include embracing and driving change through innovation, creating fun and exemplary experiences for consumers, to be open-minded and creative, to build honest and open relationships through communication, team spirit and to work with passion and integrity. These values will guide employees to work with passion and integrity in the process of creating new products. These employees will also be required to communicate honestly with each other and with clients.
The industry entails the inculcation of latest communication methods for instance the application and use of data connectivity as well as mobile devices. The firms that operate under the telecommunication industry as such offer services in relation to internet and related issues. The firms however, have a unilateral or rather single internet provider as they only serve as resellers in the market ( Cohen, 2018). The firms also offer wireless communication service alongside the bulky purchase of the internet service. The firms in the industry have in all ways observed the policies as stipulated by the business all to ensure smooth running of their businesses.
Customer loyalty is the likelihood that the current customers will continue buying from a specific seller. Most of these customers will go a long way to recommending the company’s products to their friends to the advantage of the company. Because it is quite expensive trying to lure new customers to buy a certain product from a specific seller, most of the businesses will try much they can to retain the existing customers. This is achieved through provision of quality services and extensive advertising. Giving customers the reason to be loyal is key, most customers’ value being given great services with create quality and therefore they will go an extra mile even to send more with the current seller than trying to switch from one seller to the other. Customers will start thinking otherwise if the brand of the goods provided does not meet their needs.
Customer satisfaction in the case of the business in question would only possible to get its derivation from the responses through the questionnaires and survey carried out by the researchers in the field. Customer satisfaction by all incidences forms a primary pillar in as far as rating the firm is concerned and as such is the main arsenal for use by the business in keeping the clientele loyalty. It takes the firm a stepwise process in ensuring that the customers get what they really are in need of all the time. The degree of satisfaction as recorded by the customers offers a platform for the business in question outline the best way out in as far making busines ...
SWOT AnalysisSWOT AnalysisBy Christopher Gi.docxssuserf9c51d
SWOT Analysis
SWOT Analysis
By: Christopher Gilbert
BUS/475
Instructor: Dr. Steve Verrone
June 15,2016
Factors that are in the external environment and their effect on the Neon Software, Inc.
Business Factor: Influence on the organization
Economic Condition
Economic conditions can be a threat to a business due to the regular changes that occur such as the increase in interest rates of goods and services. This makes customers reduce their purchasing power of goods and services available in the market. This affects the manufacturing organization for they will produce the products in small amounts to avoid loss. Unemployment
.
Technology
Technology may become a weakness to the organization if they are not aware of the up to date technology to remain competitive in the market and deliver quality and unique product to the customers. Organizations that lag behind in technology are at risk of losing their shares in the market
Environmental
This involves the surrounding such as climatic changes which may include floods, drought and global warming. Global warming is a phenomenon where harmful products affect the ozone layer. This can be may be a weakness in the business that highly relay on agricultural products. Their production of goods and services may decrease and this affects their income.
Social
This involves the change in lifestyle. Organizations should be up-to-date with various lifestyles in the market so that to meet customer’s needs and wants.
For example for the product that is on fashion is jeans trousers, the organizations should increase their productivity since they an opportunity for improving their productivity. This improves the organization operation in the market, more so increase their operating profits.
Innovation
This bring creative and coming up with new ideas that enhance the productivity of an organization. This opportunity to the organization since they can be able to improve their operations by adopting advanced technique in their production thus being competitive in the market. This led to the production of a unique product that will be attractive to the customers and this will lead to increase in the level of production.
Competitive analysis
This stands out to be a threat to the organization since they should be aware and keen of the new entrant in the market. Competitors always try to be smart in the market for they lower the prices of their products as compared to others and also try to rebrand the existing products in the market so that they may attract the customers. Therefore, organizations should always be alert to identify such competitors.
Strategy
This refers to patterns of action over a period of time. Organization bases their ideas and decisions on various strategies so as to archive the set objectives and goals. This becomes the strength of the organization for they are able to remain competitive in the market and improve their productivity.
Structure
This refers the hierarch ...
Change Management, Measurement and Tracking_2015Eliana Arruda
This document discusses the importance of measuring organizational change programs. It notes that changes are happening constantly in most organizations to adapt to a changing business environment. While there are many change management methodologies and tools available, tracking whether promised benefits are actually delivered remains a key challenge. Effective measurement is important because changes often take longer and cost more than planned. The document then introduces the Accenture Change Tracking Tool as one solution for systematically measuring change programs against key performance indicators. It argues that using proven tools can help minimize the effort required to track changes over time.
Dovile & Shubhabrata_Knowledge Acquisition for a New Business Model Creation ...Dovil? Gedvilait?
This document summarizes a master's thesis that examines how organizations acquire knowledge to create new business models. The thesis aims to understand how organizations perform knowledge acquisition for new business model creation and what factors influence this process. It conducts a case study of a company through interviews to empirically explore knowledge acquisition and the enabling conditions during business model change. The findings are used to propose a modified framework for understanding the dynamic interplay between knowledge acquisition and business model creation. The thesis contributes new insights into how organizations can adapt their knowledge creation processes to successfully innovate their business models.
This document summarizes an exponential disruptive innovation course taught by Mike Mastroyiannis and Rene Hartmann. The course will cover how innovation processes have evolved from linear to networked models and the changes required to embrace disruptive exponential technologies, health sciences, internet connectivity, and urbanization trends. It will address how these trends impact eight key innovation process steps and corporate functions. The course will also discuss alternatives to traditional in-house innovation, how to lead change in companies to adapt innovation processes, and how medium and large firms can differently implement changes.
Innomantra viewpoint -The End of CXOs Innovation Peekaboo Innomantra
Innovation has been a lifeline of many organizations for survival and growth, but the CXOs and leadership had a ‘peekaboo’ experience with ad hoc activities and very thin consistency in involvement of its people. As they were trying to structure by connecting the jigsaw pieces of innovation in a multicultural business and stakeholder environment to achieve an exponential impact in the age of triple-bottom-line Profits, People, and Planet.
This document discusses how companies can create a culture of innovation. It argues that innovation is critical for business success and survival in today's environment. It emphasizes that innovation depends on investing in employees and fostering a culture that encourages creative thinking. The document provides several strategies for developing an innovative culture, including having leadership commit to innovation as a top goal, recognizing employees' innovative contributions, promoting collaboration over individual achievements, and embracing diversity in work groups. It also stresses the importance of consulting to help companies change attitudes and think in new ways to drive innovation.
Similar to Week 6 - Assignment Rate Methods of HR and Technology Practices f.docx (20)
Most patients with mental health disorders are not aggressive. H.docxhelzerpatrina
Most patients with mental health disorders are not aggressive. However, it is important for nurses to be able to know the signs and symptoms associated with the five phases of aggression, and to appropriately apply nursing interventions to assist in treating aggressive patients. Please read the case study below and answer the four questions related to it.
Aggression Case Study
Christopher, who is 14 years of age, was recently admitted to the hospital for schizophrenia. He has a history of aggressive behavior and states that the devil is telling him to kill all adults because they want to hurt him. Christopher has a history of recidivism and noncompliance with his medications. One day on the unit, the nurse observes Christopher displaying hypervigilant behaviors, pacing back and forth down the hallway, and speaking to himself under his breath. As the nurse runs over to Christopher to talk, he sees that his bedroom door is open and runs into his room and shuts the door. The nurse responds by attempting to open the door, but Christopher keeps pulling the door shut and tells the nurse that if the nurse comes in the room he will choke the nurse. The nurse responds by calling other staff to assist with the situation.
1. What phase of the aggression cycle is Christopher in at the beginning of this scenario? What phase is he in at the end the scenario? (State the evidence that supports your answers).
2. What interventions could have been implemented to prevent Christopher from escalating at the beginning of the scenario?
3. What interventions should the nurse take to deescalate the situation when Christopher is refusing to open his door?
4. If a restrictive intervention (restraint/seclusion) is used, what are some important steps for the nurse to remember?
.
MotivationExplain your motivation for applying to this prog.docxhelzerpatrina
Motivation:
Explain your motivation for applying to this program. How does the content of this study abroad program relate to your future academic and professional goals?
Goals(REQUIRED)
List and explain three concrete goals related to living and studying abroad that you will set for yourself to get the most out of this opportunity.
.
Most public policy is made from within government agencies. Select a.docxhelzerpatrina
Most public policy is made from within government agencies. Select an agency to review for this assignment:
1) Go to
https://www.usa.gov
to begin your search.
2) Next, click on the menu tab labelled “Government Agencies and Elected Officials.”
3) Then, click on “A-Z Index of U.S. Government Agencies.”
4) Select one of the large federal agencies, and review one of its major policies, laws, or regulations.
What is the primary mission of the agency? Select a problem that the agency is attempting to solve. Research the major policy process as it has evolved and identify its major stakeholders. Identify what major factors have contributed to policy ineffectiveness. Is the bureaucracy now too large to provide adequate oversight and future development? Be sure to integrate lessons learned and policy concepts discussed throughout the class. Examples may include security at airports, immigration, education (No Child Left Behind), welfare support, Social Security, health care, etc. Identify government subsidies, tools, and regulations the agency uses to meet its policy goals. Pinpoint supporting agencies, groups, or businesses that would be most interested in these policies, and describe the potential conflicts of interest.
Your APA style paper should be three pages in length, not counting the title and reference pages. Provide at least three peer-reviewed or professional references. Be sure your paper is double-spaced and uses 12-point font and one-inch margins. Use your own words, and include citations and references as needed to avoid plagiarism. All sources used must be referenced; paraphrased and quoted material must have accompanying citations and be cited per APA guidelines.
.
Mr. Smith brings his 4-year-old son to your primary care office. He .docxhelzerpatrina
Mr. Smith brings his 4-year-old son to your primary care office. He states the boy has been ill for three days. Mr. Smith indicates that he would like antibiotics so he can send his son back to pre-school the next day.
History - Child began with sneezing, mild cough, and low grade fever of 100 degrees three days ago. All immunizations UTD. Father reports that the child has had only two incidents of URI and no other illnesses.
Social - non-smoking household. Child attends preschool four mornings a week and is insured through his father’s employment. No other siblings in the household.
PE/ROS -T 99, R 20, P 100. Alert, cooperative, in good spirits, well-hydrated. Mildly erythemic throat, no exudate, tonsils +2. Both ears mild pink tympanic membrane with good movement. Lungs clear bilaterally. All other systems WNL.
Do not consider COVID-19 for this patient diagnosis.
.
Mrs. Walsh, a woman in her 70s, was in critical condition after rep.docxhelzerpatrina
“Mrs. Walsh, a woman in her 70s, was in critical condition after repeat coronary artery bypass graft (CABG) surgery. Her family lived nearby when Mrs. Walsh had her first CABG surgery. They had moved out of town but returned to our institution, where the first surgery had been performed successfully. Mrs. Walsh remained critically ill and unstable for several weeks before her death. Her family was very anxious because of Mrs. Walsh’s unstable and deteriorating condition, and a family member was always with her 24 hours a day for the first few weeks.
The nurse became involved with this family while Mrs. Walsh was still in surgery, because family members were very anxious that the procedure was taking longer than it had the first time and made repeated calls to the critical care unit to ask about the patient. The nurse met with the family and offered to go into the operating room to talk with the cardiac surgeon to better inform the family of their mother’s status.
One of the helpful things the nurse did to assist this family was to establish a consistent group of nurses to work with Mrs. Walsh, so that family members could establish trust and feel more confident about the care their mother was receiving. This eventually enabled family members to leave the hospital for intervals to get some rest. The nurse related that this was a family whose members were affluent, educated, and well informed, and that they came in prepared with lists of questions. A consistent group of nurses who were familiar with Mrs. Walsh’s particular situation helped both family members and nurses to be more satisfied and less anxious. The family developed a close relationship with the three nurses who consistently cared for Mrs. Walsh and shared with them details about Mrs. Walsh and her life.
The nurse related that there was a tradition in this particular critical care unit not to involve family members in care. She broke that tradition when she responded to the son’s and the daughter’s helpless feelings by teaching them some simple things that they could do for their mother. They learned to give some basic care, such as bathing her. The nurse acknowledged that involving family members in direct patient care with a critically ill patient is complex and requires knowledge and sensitivity. She believes that a developmental process is involved when nurses learn to work with families.
She noted that after a nurse has lots of experience and feels very comfortable with highly technical skills, it becomes okay for family members to be in the room when care is provided. She pointed out that direct observation by anxious family members can be disconcerting to those who are insecure with their skills when family members ask things like, “Why are you doing this? Nurse ‘So and So’ does it differently.” She commented that nurses learn to be flexible and to reset priorities. They should be able to let some things wait that do not need to be done right away to give the family some.
Much has been made of the new Web 2.0 phenomenon, including social n.docxhelzerpatrina
Much has been made of the new Web 2.0 phenomenon, including social networking sites and user-created mash-ups. How does Web 2.0 change security for the Internet? Your submission should be between 500 words with references and following APA reference style. Please do not include a title page
.
MSN 5550 Health Promotion Prevention of Disease Case Study Module 2.docxhelzerpatrina
MSN 5550 Health Promotion: Prevention of Disease Case Study Module 2 Instructions: Read the following case study and answer the reflective questions.
Please provide rationales for your answers. Make sure to provide a citation for your answers. Deadline: CASE STUDY:
An Older Immigrant Couple: Mr. and Mrs. Arahan Mr. and Mrs. Arahan, an older couple in their seventies, have been living with their oldest daughter, her husband of 15 years, and their two children, ages 12 and 14. They all live in a middle-income neighborhood in a suburb of a metropolitan city. Mr. and Mrs. Arahan are both college educated and worked full-time while they were in their native country. In addition, Mr. Arahan, the only offspring of wealthy parents, inherited a substantial amount of money and real estate. Their daughter came to the United States as a registered nurse and met her husband, a drug company representative. The older couple moved to the United States when their daughter became a U.S. citizen and petitioned them as immigrants. Since the couple was facing retirement, they welcomed the opportunity to come to the United States. The Arahans found life in the United States different from that in their home country, but their adjustment was not as difficult because both were healthy and spoke English fluently. Most of their time was spent taking care of their two grandchildren and the house. As the grandchildren grew older, the older couple found that they had more spare time. The daughter and her husband advanced in their careers and spent a great deal more time at their jobs. There were few family dinners during the week. On weekends, the daughter, her husband, and their children socialized with their own friends. The couple began to feel isolated and longed for a more active life. Mr. and Mrs. Arahan began to think that perhaps they should return to the home country, where they still had relatives and friends. However, political and economic issues would have made it difficult for them to live there. Besides, they had become accustomed to the way of life in the United States with all the modern conveniences and abundance of goods that were difficult to obtain in their country. However, they also became concerned that they might not be able to tolerate the winter months and that minor health problems might worsen as they aged. They wondered who would take care of them if they became very frail and where they would live, knowing that their daughter had only saved money for their grandchildren’s college education. They expressed their sentiments to their daughter, who became very concerned about how her parents were feeling. This older couple had been attending church on a regular basis, but had never been active in other church-related activities. The church bulletin announced the establishment of parish nursing with two retired registered nurses as volunteers. The couple attended the first opening of the parish clinic. Here, they met one of the registered nur.
MSEL Strategy Mid-term Instructions Miguel Rivera-SantosFormat.docxhelzerpatrina
MSEL Strategy Mid-term Instructions Miguel Rivera-Santos
Format of the Mid-term
· You will find three recent newspaper articles describing a strategic move or a strategic decision in this document. Choose two out of these three articles and, for each of the two articles you have selected, answer the following two questions:
· Q1: What is (are) the issue(s) for the main company in the article? How do you assess the company’s strategic decision(s)? What additional information and what specific analyses would you conduct to fully understand the issue(s) and the decision(s)?
· Q2: What alternative recommendation would you consider in response to the issue(s)? What additional information/analyses would you need for this alternative recommendation? How could it be implemented?
· For each article, the combined answers to these two questions should be no longer than 2 single-spaced pages, in 12-point Times New Roman, with a 1-inch margin all around.
You can add as many appendices as you feel necessary, but remember that the page limitfor the mid-term (excluding exhibits) is 4 pages, i.e., 2 pages per newspaper article.
· You do not need to seek additional information beyond what is provided in the articles.
GOOD LUCK!
Geely to build satellites for self-driving cars - Financial Times (US), 3/4... https://digital.olivesoftware.com/Olive/ODN/FTUS/PrintArticle.aspx?d...
Automobiles
CHRISTIAN SHEPHERD — BEIJING
Geely is aiming to be the first China carmaker to design and build satellites to support its autonomous driving programme, the latest step by founder Li Shufu in his bid to build an industry leader.
Geely, which owns Swedish brand Volvo Cars, Malaysia’s Proton, and a stake in Mercedes-Benz owner Daimler, will invest Rmb2.27bn ($325m) in a new development centre and factory to manufacture satellites this year, the company said yesterday.
The announcement makes Geely the first known Chinese carmaker with plans to build its own satellites. Mr Li’s move sparked comparisons in China media with Elon Musk, founder of electric carmaker Tesla and private space exploration company SpaceX.
Last month Geely drew comparisons with Volkswagen when Mr Li’s holding group announced plans to merge Geely Automobile and Volvo Cars, moving the company towards becoming the first global Chinese carmaker.
Che Jun, Communist party boss of China’s eastern Zhejiang province, where Geely is based, said that the complex would be built in Taizhou city and that construction had begun.
The centre will design, test and manufacture low-orbit communication satellites, purpose-built to improve geolocation of vehicles and to support their connected functions, Geely said.
Geely has been pouring money into new technologies from self-driving cars to flying taxis, spending Rmb20bn on research and development in the past year.
The investments are part of the group’s spend on global expansion, such as buying a $9bn stake in Daimler.
The announcement comes as the coronavirus outbre.
Much of the focus in network security centers upon measures in preve.docxhelzerpatrina
Network security focuses on preventing intrusions and handling security events, but there is debate around proactive measures an organization should take. Practical proactive measures could include monitoring for suspicious activity and strengthening access controls. Biblical principles suggest taking reasonable precautions against probable threats, though excessive measures may violate ethics of non-aggression or forgiveness.
Mt. Baker Hazards Hazard Rating Score High silic.docxhelzerpatrina
Mt. Baker
Hazards
Hazard Rating Score
High silica content of eruptive products, >60% (andesite/dacite/rhyolite)
Major explosive activity within last 500 years
Major explosive activity within last 5000 years
Pyroclastic flows within last 500 years
Mudflows (lahars) within the last 500 years
Destructive tsunami within last 500 years
Occurrence of frequent volcano-seismic crises (volcanic earthquake swarms)
Occurrence of significant ground deformation within last 50 years
SCORE
Risk
Risk Rating Score
Population at risk >100
Population at risk >1,000
Population at risk >10,000
Population at risk >100,000
Population at risk >1,000,000
Historical fatalities
Evacuation as a result of historical eruption(s)
SCORE
TOTAL SCORE ___________
For each of the above queries to which the answer is yes, score 1. For an answer of no, score 0.
If no information is found, assume the answer is no and score 0.
Mt. Hood
Hazards
Hazard Rating Score
High silica content of eruptive products, >60% (andesite/dacite/rhyolite)
Major explosive activity within last 500 years
Major explosive activity within last 5000 years
Pyroclastic flows within last 500 years
Mudflows (lahars) within the last 500 years
Destructive tsunami within last 500 years
Occurrence of frequent volcano-seismic crises (volcanic earthquake swarms)
Occurrence of significant ground deformation within last 50 years
SCORE
Risk
Risk Rating Score
Population at risk >100
Population at risk >1,000
Population at risk >10,000
Population at risk >100,000
Population at risk >1,000,000
Historical fatalities
Evacuation as a result of historical eruption(s)
SCORE
TOTAL SCORE ___________
For each of the above queries to which the answer is yes, score 1. For an answer of no, score 0.
If no information is found, assume the answer is no and score 0.
Mt. Rainier
Hazards
Hazard Rating Score
High silica content of eruptive products, >60% (andesite/dacite/rhyolite)
Major explosive activity within last 500 years
Major explosive activity within last 5000 years
Pyroclastic flows within last 500 years
Mudflows (lahars) within the last 500 years
Destructive tsunami within last 500 years
Occurrence of frequent volcano-seismic crises (volcanic earthquake swarms)
Occurrence of significant ground deformation within last 50 years
SCORE
Risk
Risk Rating Score
Population at risk >100
Population at risk >1,000
Population at risk >10,000
Population at risk >100,000
Population at risk >1,000,000
Historical fatalities
Evacuation as a result of historical eruption(s)
SCORE
TOTAL SCORE ___________
For each of the above queries to which the answer is yes, score 1. For an answer of no, score 0.
If no information is found, assume the answer is no and score 0.
Mt. St. Helens
Hazards
Hazard Rating Score
High.
Motivation and Cognitive FactorsQuestion AAlfred Hit.docxhelzerpatrina
Motivation and Cognitive Factors
Question A
Alfred Hitchcock reputedly said, “When an actor comes to me and wants to discuss his character, I say, “It’s in the script.” If he says, “But what’s my motivation,” I say, “Your salary.” Discuss motivation based on extrinsic rewards in comparison to that motivated by intrinsic rewards. Are different types of motivations preferable for different tasks? Remember to explain and cite educational sources to support the ideas within the post.
Question B
Social cognitive theory suggests that our beliefs and feelings influence our behavior. What beliefs (cognitive factors) might be related to the specific behavior of going to college? Remember to explain and cite educational sources to support the ideas within the post.
OR
Select one of the personality tests from
Similar Minds
. Take the test, read your results and reproduce them in your journal. What parts of the results ring true to you? What do not? Remember to explain and cite educational sources to support the ideas within the post.
View your discussion
rubric
.
13
.
Motivation in OrganizationsMotivation i.docxhelzerpatrina
Motivation in Organizations
*
Motivation in Organizations
Chapter 7
Chapter 7 Preview:
Motivation in OrganizationsWhat do individuals need to do to meet a personal goal? What are the most important sources of work motivation (e.g., money? recognition? other?)What do you think makes for effective goal-setting? What happens when people feel that they are underpaid compared to their peers? What do people need to believe about a possible reward, in order for it to be motivating?
Components of motivation: What are the basic components of motivation? Page Ref: 214
Motivation: What motivates people to work? What are the most important sources of work motivation? Page Ref: 215
Guidelines for setting effective performance goals: What are they? Page Ref: 220-223
Equity Theory: What are some possible reactions to inequity? Page Ref: 226-227
Expectancy Theory: What are the three types of beliefs that people have, and what do they mean? Page Ref: 230
Copyright
Learning ObjectivesDefine motivation and explain its importance in the field of organizational behavior.Identify and explain the conditions through which goal setting can be used to improve job performance.
Learning ObjectivesDescribe equity theory and how it may be applied to motivating people in organizations.Describe expectancy theory and how it may be applied in organizations.
*
Today’s AgendaMotivationGoal SettingEquity TheoryExpectancy Theory
*
Today’s AgendaMotivationGoal SettingEquity TheoryExpectancy Theory
*
The set of processes thatarousedirect, and maintain
human behavior toward attaining some goal
Motivation
*
Motivation Components
*
Motivation
Key PointsMotivation and job performance are not synonymousMotivation is multifacetedPeople are motivated by more than just money
*
What Motivates You to Work?
*
What Motivates People to Work?
*
Today’s AgendaMotivationGoal SettingEquity TheoryExpectancy Theory
*
Goal Setting
*
Goal Setting
Do you have goals?Have you been successful in meeting them?What do you think are important characteristics of attainable goals?How does it make you feel to achieve goals?
*
Goal Setting Guidelines
For ManagersAssign specific goalsAssign difficult, but acceptable, performance goalsstretch goalsProvide feedback on goal attainment
*
Today’s AgendaMotivationGoal SettingEquity TheoryExpectancy Theory
*
Equity TheoryPeople strive to maintain ratios of their own outcomes (rewards) to their own inputs (contributions) that are equal to the outcome / input ratios of others with whom they compare themselves
*
Equity Theory
Possible Reactions to Inequity
*
Equity Theory
Managerial ImplicationsAvoid underpaymentAvoid overpaymentBe honest and open with employees
*
Equity Theory
Pay Practices in the NewsPay Practices at Reddit, Google and Gravity Payments
*
Equity Theory
Pay Practices in the NewsQuestions to co.
Motivations to Support Charity-Linked Events After Exposure to.docxhelzerpatrina
Motivations to Support Charity-Linked Events After Exposure to
Facebook Appeals: Emotional Cause Identification and Distinct
Self-Determined Regulations
Kaspar Schattke
Université du Québec à Montréal
Ronald Ferguson and Michèle Paulin
Concordia University
Nonprofit organizations are increasingly dependent on the involvement of Millennial
constituencies. Three studies investigated their motivations to support charity-linked
events: emotional identification with a cause, self-determination theory (SDT) regula-
tions, and context-related Facebook promotions. This article addresses the recent call to
expand SDT research from a simple analysis of autonomous versus controlled moti-
vation, to studying the effects of all the regulations in the SDT continuum, in particular,
the inclusion of the tripartite dimensions of intrinsic motivation and integrated moti-
vation. Results demonstrated that the greater the emotional identification with the
cause, the stronger was the tendency to support the charity-linked event. Also, the
results in these social media contexts revealed that specific intrinsic dimensions (e.g.,
experience stimulation) are motivators of online and offline support, as is the personal
value nature of integrated regulation. Whereas only autonomous motivational regula-
tions predicted support for the two events organized specifically a for charitable causes,
both autonomous and controlled regulations predicted support of a for-profit event
organized with a charitable cause as an adjunct. These findings can assist practitioners
in designing more effective social media communications in support of charity-linked
events.
Keywords: social media, self-determination theory, integrated regulation, tripartite
model of intrinsic motivation, charitable causes
Supplemental materials: http://dx.doi.org/10.1037/mot0000085.supp
Social media is a new domain offering excit-
ing opportunities to investigate research ques-
tions in social psychology (Greitemeyer, 2011;
Kende, Ujhelyi, Joinson, & Greitemeyer, 2015).
Our research examined motivation to support
charity-linked events of nonprofit organizations
that are currently faced with increased compe-
tition for resources and declining government
support (Paulin, Ferguson, Jost, & Fallu, 2014;
Reed, Aquino, & Levy, 2007; White & Peloza,
2009). Presently, they depend on an ageing set
of traditional supporters (Urbain, Gonzalez, &
Le Gall-Ely, 2013). However, their future suc-
cess lies in ensuring the sustainable involve-
ment of the Millennial generation (Fine, 2009),
distinguished from other generations by their
intense exposure at an early age to interactive
technology and social media (Bolton et al.,
2013).
Facebook, the most detailed social media, is
used primarily to maintain or solidify existing
offline relationships allowing people to develop
a public or semipublic profile and to emotion-
ally participate with those whom they can share
This article was published Online First December .
Mrs. Walsh, a woman in her 70s, was in critical condition after.docxhelzerpatrina
“Mrs. Walsh, a woman in her 70s, was in critical condition after repeat coronary artery bypass graft (CABG) surgery. Her family lived nearby when Mrs. Walsh had her first CABG surgery. They had moved out of town but returned to our institution, where the first surgery had been performed successfully. Mrs. Walsh remained critically ill and unstable for several weeks before her death. Her family was very anxious because of Mrs. Walsh’s unstable and deteriorating condition, and a family member was always with her 24 hours a day for the first few weeks.
The nurse became involved with this family while Mrs. Walsh was still in surgery, because family members were very anxious that the procedure was taking longer than it had the first time and made repeated calls to the critical care unit to ask about the patient. The nurse met with the family and offered to go into the operating room to talk with the cardiac surgeon to better inform the family of their mother’s status.
· One of the helpful things the nurse did to assist this family was to establish a consistent group of nurses to work with Mrs. Walsh, so that family members could establish trust and feel more confident about the care their mother was receiving. This eventually enabled family members to leave the hospital for intervals to get some rest. The nurse related that this was a family whose members were affluent, educated, and well informed, and that they came in prepared with lists of questions. A consistent group of nurses who were familiar with Mrs. Walsh’s particular situation helped both family members and nurses to be more satisfied and less anxious. The family developed a close relationship with the three nurses who consistently cared for Mrs. Walsh and shared with them details about Mrs. Walsh and her life.
· The nurse related that there was a tradition in this particular critical care unit not to involve family members in care. She broke that tradition when she responded to the son’s and the daughter’s helpless feelings by teaching them some simple things that they could do for their mother. They learned to give some basic care, such as bathing her. The nurse acknowledged that involving family members in direct patient care with a critically ill patient is complex and requires knowledge and sensitivity. She believes that a developmental process is involved when nurses learn to work with families.
· She noted that after a nurse has lots of experience and feels very comfortable with highly technical skills, it becomes okay for family members to be in the room when care is provided. She pointed out that direct observation by anxious family members can be disconcerting to those who are insecure with their skills when family members ask things like, “Why are you doing this? Nurse ‘So and So’ does it differently.” She commented that nurses learn to be flexible and to reset priorities. They should be able to let some things wait that do not need to be done right away to give the famil.
MOVIE TITLE IS LIAR LIAR starring JIM CARREYProvide the name o.docxhelzerpatrina
MOVIE TITLE IS LIAR LIAR starring JIM CARREY
Provide the name of the movie, television series, or streaming series you chose, including a summary of the content, and explain why you selected it.
What are your impressions of the environments (include graphic elements)?
Pay attention to the relationships and communication occurring in the movie. How are people greeting each other? How are people interacting? Do you think you can tell the relationships of the people based on their verbal and nonverbal behaviors? Why or why not?
What are the cultural verbal cues that you notice in the movie?
What are the cultural nonverbal cues that you notice in the movie?
Describe two of the characters' use of language including word arrangement, word choice, and intended meaning.
Summarize how your content choice provided sufficient detail allowing you to describe the roles of verbal and nonverbal elements in communication and how the two forms of communication work in conjunction.
.
mple selection, and assignment to groups (as applicable). Describe.docxhelzerpatrina
The document outlines the process and procedures for a research project. It discusses obtaining informed consent from participants, analyzing demographic and other collected data through descriptive statistics, and addressing each research question or PICOT question through specific inferential statistics. It also covers ensuring the data meets assumptions for the statistics used and setting an alpha level. Finally, it addresses considering and dealing with any ethical issues regarding methodology, design, data collection, anonymity, confidentiality, informed consent, and conflicts of interest in line with the Belmont Report.
More and more businesses have integrated social media into every asp.docxhelzerpatrina
More and more businesses have integrated social media into every aspect of their communication strategies and there are many recent examples of employees being fired from their jobs for personal social media postings. Discuss the benefits and pitfalls of using social media within businesses and if you think it is ethical for business to fire employees for personal use of social media. How can you monitor and control your own social media activities to prevent such a professional conflict?
.
Module Five Directions for the ComparisonContrast EssayWrite a.docxhelzerpatrina
The document provides directions for writing a five paragraph comparison/contrast essay on NASA's past Apollo missions to the Moon and planned future missions to Mars. Students are asked to use MLA style with sources cited and include photos/illustrations to document the similarities and differences between the two missions. NASA.gov is listed as a primary source for quotations and the works cited page, along with other sources from the library databases or Google. A sample outline is provided with an introduction, paragraphs on similarities/differences, and a conclusion.
Monica asked that we meet to see if I could help to reduce the d.docxhelzerpatrina
Monica asked that we meet to see if I could help to reduce the differences between them. When the time came, she started the conversation by saying that Richard wasn’t saving any money at all. They hadn’t started implementing. She said he spent a good deal of time buy- ing and selling stocks. He seemed to be influenced by the weekly ups and downs of the market. At least temporarily, however, he had raised the quality of the stocks he was buying.
Richard seemed a little annoyed and said that Monica never wanted to sell any securities. She almost always told him to wait. She said the shares would come back. When I asked what money meant to them, Richard said an opportunity to gamble and Monica replied a chance to lose what you’ve accumulated. As far as their long-term goals were concerned, Richard said he had no real long-term goals. The future was too fickle. He said who knew what fate had in store for them. Monica’s goal was to feel secure. I had the feeling that her remark was in response to Richard’s behavior. She wouldn’t allow herself to think of anything beyond security until Richard’s activities could be controlled.
Case Application Questions
1. What should be done about Richard’s spending?
2. What kind of investment behavior is Richard demonstrating?What can be done about it? 3. What is Monica’s investment behavior called? How can it be helped?
4. Contrast their two views of money. Do you have any recommendations?
5. How can Monica’s fears be dealt with?
.
Module 6 AssignmentPlease list and describe four types of Cy.docxhelzerpatrina
Module 6 Assignment
Please list and describe four types of Cyber crime.
Rubric for Assignment submission
Criterion
Description
Points possible
Content
Student posts and describes four types of Cyber crimes
40
Word count
500 words
10
Total Points possible
50
.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
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Week 6 - Assignment Rate Methods of HR and Technology Practices f.docx
1. Week 6 - Assignment: Rate Methods of HR and Technology
Practices for Developing Sustainable Innovation
Assignment
Top of Form
Due December 8 at 11:59 PM
Bottom of Form
For this week’s assignment, you will create a video presentation
by using the Kaltura CaptureSpace tool located in NCUOne. To
access the video capturing tool, follow the tutorial found in
your Books and Resources for this Week.
For this assignment, you are asked to read the story about
Progressive Insurance (Megson & Hammer, 2004) as a
foundation for your presentation. Your task is to act like a
business reporter covering a story for a business news network.
You are expected to provide a summary of the human resource,
technology, and process improvement efforts explained by
Megson and Hammer, and then, provide a grade of A-F on the
company performance. You are expected to give a grade on each
of the summary elements and then an overall grade of the
company’s performance. Your news story and grading should be
no more than 5 minutes. You are expected to submit a transcript
of your video. Feel free to be creative with your video as this is
your news story to tell. Please keep in mind that while you are
not expected to note your sources in your video presentation,
you are expected to cite them in your transcript. You should
reference at least 4 resources for this assignment using sources
from the Library.
Length: Your video should be no more than 5 minutes.
References: You may reference any of the other resources
provided in your reading this week.
Your video presentation should demonstrate thoughtful
consideration of the ideas and concepts presented in the course
and provide new thoughts and insights relating directly to this
2. topic. Your response should reflect scholarly writing and
current APA standards.
Reference
Megson, L., & Hammer, M. (2004). Deep change: How
operational innovation can transform your company. Harvard
Business Review, 82(7/8), 182–183.
Week 6
Print
Leading and Managing Sustainable Innovation
Perhaps there is no important rule in business than
understanding that there is no one-size-fits-all approach to
creating innovation. Even if you can create a spark of
innovation, there is no guarantee that it can be maintained if
there is no culture to maintain it. Simply stated, organizational
leaders have to build an environment where innovation can
occur and where it can be maintained. For innovation to happen,
many conditions must be met. However, the conditions are not
formulas for perfect innovations but simple elements that a
manager must mix in the proper proportions for their respective
organization. These elements include, but are not limited to,
employees being encouraged to participate in process
improvement; managers being willing to allow for failures with
innovation; and finally, risk management must occur and must
become socially ingrained. Keep in mind this is not risk
avoidance; it is risk management of the inherent risks of
seeking to be an innovator. Other elements may include
multitasking, job rotation, and modification of responsibilities.
Sustainable innovation is the continued application of all the
previously mentioned ideas and a developed culture that starts
with the hiring process and continues with the development of
incumbent employees and mid-level managers. The willingness
and acceptance of change as an ally towards growth versus
seeing change as an enemy is essential. Executive leaders, mid-
level managers, and even employees must understand the
mission and capture the vision of the organization and the push
3. for continued perfection of the process, product or service must
be the always sought-after goal for the organization. To that,
each member of the organization must see their functional role
as contributing towards those stated objectives.
Be sure to review this week's resources carefully. You are
expected to apply the information from these resources when
you prepare your assignments.
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Driving business performance: innovation
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INDUSTRY AND INNOVATION, 2018
VOL. 25, NO. 5, 505–525
5. https://doi.org/10.1080/13662716.2017.1327843
Driving business performance: innovation complementarities
and persistence patterns
Eleonora Bartolonia,b and Maurizio Baussolac
aISTAT, Italian National Institute of Statistics, Milano, Italy;
bDipartimento di Scienze Economiche e Aziendali,
Università di Parma, Parma, Italy; cDipartimento di Scienze
Economiche e Sociali, UCSC, Università Cattolica
del Sacro Cuore, Piacenza, Italy
ABSTRACT
Complementarities between technological and non-technological
innovation are crucial determinants of firm performance.
Although
innovation complementarity has been extensively tested in the
empirical literature, it has not been analysed in conjunction
with
innovation persistence. This fact is mainly due to the lack of
data sets
able to provide adequate longitudinal information. The
capacities to
developmarket-
orientedbehaviourandintroduceneworganisational
innovations, together with technological innovation, are the
drivers
of a firm’s productivity and profitability. We find that these
activities
complement technological innovation and that their impact is
greater
when they persist over time, thus introducing a more general
concept
of innovation persistence. We present an empirical model based
6. on a
large new panel of Italian manufacturing firms covering the
period
2000–2012 which enables us to determine the precise impacts of
a firm’s innovative attitude, in a broad definition that
incorporates
non-technological innovation and persistence, on its
productivity and
profitability.
KEYWORDS
Technological and
non-technological
innovation;
complementarities;
European community
innovation survey;
profitability; productivity;
unbalanced panel data
JEL CLASSIFICATIONS
L25; 030; 032; 033
1. Introduction
The relationship between innovation and firms’ performance has
long been debated within
the economic and managerial literature. The former has focused
on both macro- and
microeconomic implications underlining, on the one hand, the
role of innovation inputs
(e.g.R&Dactivity)indetermininglong-
runeconomicgrowth.Thisapproachcharacterised
the early R&D endogenous growth models (Romer 1990; Aghion
and Howitt 1992; Jones
1995).
8. responsive to changing market conditions (Geroski, Machin, and
Van Reenen 1993).
All of these issues imply that for innovation to be effective, it
should be persistent,
thus enabling those continuously innovating firms to gain a
premium with respect to
peers that do not act accordingly. This view is also supported on
theoretical grounds
by theories addressing (i) the existence of sunk costs in
innovation activities (e.g. R&D
expenditures) (Stiglitz 1987; Mañez et al. 2009); (ii) the
positive correlation with past
successful innovations (success-breeds-success), which implies
a positive impact on firms’
profitability and thus on their future ability to finance more
innovative activities (Carpenter
and Petersen 2002; Le Bas and Latham 2006); and (iii) the
dynamic accumulation of
knowledge or, in other words, the dynamic process of
innovation that enables a firm to
learn and adapt its innovation strategy (David 1992; Geroski,
Machin, and Van Reenen
1993; Geroski, Van Reenen, and Walters 1997).
Innovation persistence provides a firm with the ability to
exploit competitive advantages
withrespecttocompetitorsandthustoearnprofitsthataresystematica
llyhigherthanthose
gained by non-innovating or at least only occasional innovating
firms (Mueller 1992; Cefis
2003; Cefis and Ciccarelli 2005; Bartoloni and Baussola 2009).
However, the role of non-technological innovation has not been
completely consid-
ered in this framework. Indeed, non-technological innovation is
9. crucially associated with
technological innovation (e.g. product or process innovation)
and generates technological
activities related to new organisational and marketing activities,
which affect the success
of such new technological practices. In particular, process
innovation and organisation
innovation may be closely linked to one another, whereas
product innovation may be
more effectively related (although not exclusively) to marketing
innovation.
Percival and Cozzarin (2008) and Evangelista and Vezzani
(2010) show how com-
plementarities between organisational and technological
innovation affect firms’ perfor-
mance; in a more recent study Bartoloni and Baussola (2016)
underline how emphasis
on technological innovation alone is misleading, and that the
ability to adopt marketing
innovation positively affects firms’ profits.
We propose an empirical investigation in which we explicitly
consider the role of
persistenttechnologicalandnon-
technologicalinnovationsinaffectingfirms’performance
in terms of productivity and profitability. We use a panel of
Italian manufacturing firms
over the period 1998–2012 derived from the Community
Innovation Survey and matched
with administrative data that enabled us to obtain information
on firms’ balance sheets.
The paper is therefore structured as follows. In Section 2, we
provide the interpretative
framework used to develop the empirical analysis. In Section 3,
10. we describe the charac-
teristics of the data-set, we present the empirical model in
Section 4, and the results are
discussed in Section 5. Section 6 concludes the paper.
INDUSTRY AND INNOVATION 507
2. The interpretative framework
The debate on the persistence of innovation has typically
analysed the role of persistent
activities as measured by R&D (input) or patents (output) and,
to a lesser extent, by
technology adoption without considering the role of non-
technological innovation.
Cefis (2003) and Cefis and Ciccarelli (2005) analyse the impact
of a pattern of persis-
tent innovation on firms’ profitability by using patent data, and
suggest that persistent
behaviour brings about higher profits compared with those
achieved by companies that
are non-persistent innovators. Johansson and Lööf (2010) adopt
an input measure of
persistent innovation, referring to the impact on sales,
productivity and exports of firms’
long-term R&D strategy. Persistent innovation affects economic
performance, and this
impact is significantly higher compared with a strategy of
occasional innovation.
Raymond et al. (2010) attempt to test whether innovation
output, endogenously
determined by the decision to undertake R&D, is affected by
11. previous values, thus verifying
whether persistence may be partially spurious. In addition, as
their data-set is a balanced
panel of Dutch firms covering three consecutive Community
Innovation Surveys during
the 1990s, they are able to take into account initial conditions
and adopt a dynamic
specification of the model. Using this approach, they
disentangle the persistence effect
and verify whether a spurious persistent effect does exist. Their
results suggest that this
is indeed the case, in that persistent innovation activity (either
process and/or product
innovation) exists only when initial conditions are taken as
exogenous. Once endogenised
and unobserved individual effects have been taken into account,
the persistence hypothesis
is rejected.
However, a milder persistence effect is observed concerning
innovation output, as the
past share of innovative sales does indeed affect the current
share. It is worth noting,
however, that when they use an innovation input measure, i.e.
R&D and the share of
R&D expenditures as a ratio of total sales, persistence is
observed, thus confirming other
evidence for manufacturing and service companies in other
economies (Peters 2009).
The impact of innovation on firms’ performance may be
analysed with respect to both
the input and output of the innovation process. Typically, the
former is considered by
using R&D expenditure as a proxy for knowledge capital, which
therefore contributes,
12. akin to other production inputs, to output growth. Innovation
input is also considered,
focusing on the adoption of new process technology, which
implies the use of new and
more efficient capital goods.
This approach has been particularly developed within the
endogenous growth theoret-
ical setting (Romer 1990), in which an R&D sector interacts
with a manufacturing sector
producing new capital goods and final output. The model
implies an equilibrium growth
path crucially depending on the resources allocated to R&D.
Innovation output is considered the key variable for increasing
productivity in the
seminal study by Crépon, Duguet, and Mairessec (1998). By
adopting a Cobb–Douglas
production function framework, the authors derive a
simultaneous equation model that
links productivity, innovation output and R&D spending among
a cross section of indus-
trial firms. They find that innovation output, as proxied either
by the share of innovative
sales or by patent counts, is positively and strongly affected by
R&D. This model, which
has inspired an increasing number of studies based on the same
methodological approach,
focuses on the empirical tools required to overcome the bias
related to information being
available only for innovative firms when using innovation
surveys.
508 E. BARTOLONI AND M. BAUSSOLA
13. Lööf and Heshmati (2002) use such an approach to develop an
empirical analysis of
knowledge capital and productivity at the firm level for a
sample of Swedish firms par-
ticipating in the national Community Innovation Survey. They
emphasise how intangible
assets are crucial in affecting the results, thus underlining the
implicit relevance of their
measurement issue.
Another branch of the literature has focused, instead, on panel
data investigations to
address causality issues (Rouvinen 2002; Frantzen 2003;
Battisti, Mourani, and Stoneman
2010), finding support for a causal link running from R&D to
productivity.
In our empirical specification, we focus on the relationship
between productivity – as
measured by real value added per worker – and production
inputs while also accounting
for the effect of persistently adopted technological and non-
technological innovations.
The inclusion of non-technological innovation draws on the
Schumpeterian view that
new management methods represent another form of innovation
(Schumpeter 1934). This
dimension has been explored in the current empirical debate
dealing with innovation
complementarities. In particular, it has been argued that
marketing and organisation
activities may crucially affect firms’ performance, with the link
between technological
and non-technological (i.e. managerial and organisational)
14. innovation being analysed by
using micro-data typically derived from innovation surveys (e.g.
the CIS) (Bartoloni and
Baussola 2016; Battisti and Stoneman 2010; Schubert 2010).
Hollenstein (2003) achieves results that are consistent with
these findings although he
refers to a large sample of Swiss service companies and uses a
methodological approach
based on cluster analysis. Labour productivity or sales growth
are crucially affected by dif-
ferent innovation modes, implying the different structural and
organisational properties of
firms. However, such performance indicators are additionally
and significantly influenced
by human capital and knowledge capital, thus underlining the
need to provide a better
understanding of the accumulation of knowledge within and
between firms.1
This stream of investigation falls within the debate on
innovation complementarities
originated by the seminal paper by Milgrom and Roberts (1990).
In particular, Mohnen
and Röller (2005) set-up an empirical framework in which
different complementarity
hypotheses are tested for. Following this line of investigation,
many authors proposed
different tests for complementarities, in particular concerning
organisational strategies
and technological innovation.
Cozzarin and Percival (2006) tested the impact of various
organisational strategies on
labour productivity and profitability, also controlling for
industry effects and firm size. The
15. results suggest that engaging in organisational strategies
involving hiring skilled people and
promoting the firm and product reputation, or stimulating R&D
and focusing on market
or reputation, are pairwise complements and thus have a
significant and positive impact
either on profits or on productivity.
Also, they find that focusing on hiring highly qualified
personnel together with at-
tempting to produce a world-first innovation may reduce profits.
This fact may depend
on the simultaneous combination of the relatively high hiring
and innovation costs.
However, complementarities vary significantly by firm size and
sector once the analysis is
concentrated specifically on a subsample of firms by industry
and firm size (Percival and
Cozzarin 2008).
1This issue, which is beyond the scope of our investigation, is
however relevant for identifying possible sources of economic
growth that are not accounted for (Arrighetti, Landini, and
Lasagni 2015; Montresor and Vezzani 2016).
INDUSTRY AND INNOVATION 509
Product, process and organisational innovation are jointly
investigated by Evangelista
and Vezzani (2010) using the fourth wave of the Italian
Community Innovation Survey
(CIS). Complementarities in product, process and organisation
innovation enable firms to
gain a competitive advantage as measured by the impact on the
16. turnover growth rate, also
suggesting that the impact is stronger in manufacturing
compared with services. However,
the purely cross-sectional nature of the data-set does not allow
for testing the robustness
of this finding over time.
Complementarities between human resource management and
innovation activities
may have an impact on firms’ innovativeness and productivity,
as highlighted by studies
in diverse contexts.
Laursen and Foss (2003) and Antonioli, Mazzanti, and Pini
(2010) test this hypothesis
for a large sample of Danish and Italian firms, and suggest that
firms’ innovativeness is
positively affected by human resource management in which
personnel training is a key
element of a firm’s innovative success and, in the empirical test
proposed by Antonioli,
Mazzanti, and Pini (2010), productivity.
Profitability is the other aspect of performance. Its relationship
with innovation has
received less attention compared with the analysis of the
determinants of productivity,
particularly in recent years. The traditional approach to
analysing firms’ profitability is
based on the structure–conduct–performance (SCP) paradigm
(Bain 1956), in that a firm’s
performance is determined by structural characteristics of the
industry. In contrast to this
approach, the so-called firm efficiency view (Demsetz 1973;
Peltzman 1977) emphasises the
role of firms’ characteristics in determining their profits.
17. However, empirical studies have
generated controversial results, which crucially depend on the
characteristics of the data-
set used to implement such tests. Slade (2004), Allen (1983),
and Delorme et al. (2002) find
support for the SCP approach, whereas Roberts (1999, 2001)
and Hawawini, Subramanian,
and Verdin (2003) recognise the role of managerial capabilities
in determining profitability.
Bartoloni and Baussola (2009) emphasise that the traditional
SCP effect, although it was
verified in a large panel of Italian manufacturing firms in the
1990s, had a very mild effect
on profitability and its persistence, whereas firms’ innovative
behaviour was more relevant
in this respect.
The impact of innovation on profitability has also been analysed
in the framework of
technology adoption. Geroski, Machin, and Van Reenen (1993)
emphasise not only the role
of adoption per se but also that such a decision implies a full
process that involves other
choices and actions within a firm (e.g. organisational changes)
that determine different
internal allocations of resources.
Mueller and Cubbin (2005) emphasise how technological
adoption provides a com-
petitive advantage to innovating firms, thus enabling them to
increase their profitabil-
ity. Technology adoption and profitability are considered in a
dynamic perspective by
Stoneman and Kwon (1996). They emphasise that multiple
adoption may occur, and firms
18. may thus introduce new technologies at different points in time.
Profitability – as in the
case of technological adoption – should be considered along the
diffusion path together
with the distinction between older and more recent innovations,
as the former are more
exposed to greater competition, thus affecting profitability.
Within this interpretative framework, our aim is therefore to
conduct an empirical
analysis in which the main factors discussed are considered as
determining a firm’s
performance, and then to test whether: (a) persistent
technological and non-technological
510 E. BARTOLONI AND M. BAUSSOLA
innovation enables firms to experience a significant increase in
productivity compared
with firms that do not innovate persistently; (b) joint occasional
technological and non-
technological innovation enables firms to experience an
increase in productivity which is,
however, lower than that achieved by persistent joint
innovators. These hypotheses also
implytestingforcomplementaritybetweentechnologicalandnon-
technologicalbehaviour
in both the persistent and occasional modes.
3. Panel data description
Our main data source is the Micro-Manu dataset,2 an
unbalanced panel of Italian manu-
facturing firms linking consecutive waves of the Italian
19. Community Innovation Survey –
which forms part of the EU science and technology statistics
and is conducted every
two years – with the ASIA archive (Statistical Register of
Active Businesses)3 and an
administrative data source providing balance sheets and income
statements for those
firms included in the CIS samples of respondents. The richness
of this data-set allows
one to enlarge the set of economic indicators typically explored
in the innovation survey
micro-data and to derive a set of financial and efficiency ratios
that are not included
in the CIS questionnaire. In accordance with international
standards (OECD-Eurostat
2005), firms are classified by their type of innovation activity
(technological and non-
technological). Information on non-technological aspects of
innovation (new marketing
and/or organisational methods) allows one to consider
comprehensive innovative activities
by focusing on the reciprocal interactions between different
aspects of innovation.
To analyse firms’ innovative pattern in a longitudinal context,
we select an unbalanced
panel of firms from the original data-set responding to at least
two consecutive non-
overlapped4 CIS waves (CIS1, years 1998–2000; CIS2, years
2002–2004; CIS4 years 2006–
2008; and CIS6, years 2010–2012). We have more than 3000
firms, corresponding to nearly
8000 observations over the whole period 1998–2012.
A strictly technological innovating firm is defined as one that
has implemented an
20. innovation only in the technological domain (i.e. a product
and/or process innovation,
with the exclusion of other non-technological forms of
innovation) during the observed
period. A complementary innovating firm is defined as one that
has innovated in all the
technological and non-technological domains (product and
process and organisation and
marketing). We distinguish between persistent and occasional
innovative profiles in both
the technological and complementary domains by defining (i) a
persistent innovator as one
that has innovated in at least two consecutive CIS periods
(pers_tech and pers_tech_ntech)
and (ii) an occasional innovator as one that has innovated at
least once during the entire
time span but never in two consecutive periods (tech and
tech_ntech).
It is worth noting that the specific nature of the CIS’s sampling
design gives rise to
potential selection bias when using a longitudinal framework.
Indeed, whereas large firms
with more than 250 employees are selected on a census basis,
small firms are randomly
selected, and this sampling mechanism may negatively affect
the probability of a firm
2The Micro-Manu dataset is a result of collaboration between
the Italian National Institute of Statistics (ISTAT, Regional
office for Lombardy) and the Catholic University of the Sacred
Hearth.
3This archive is the most relevant administrative register used
by ISTAT as the basis for many sample surveys and even
census investigations.
21. 4A characteristic that merits attention is that the measurement
of the degree of innovation persistence may be over-
estimated when two consecutive waves are partially overlapped.
INDUSTRY AND INNOVATION 511
Table 1. Unbalanced panel of manufacturing firms with non-
missing accounting information (CIS1,
1998–2000; CIS2, 2002–2004; CIS4, 2006–2008; CIS6, 2010–
2012).
Patterns of presence Obs. No. of firms (average) Size (no. of
employees, median)
0011 725 363 115
0110 577 289 74
0111 574 191 281
1011 287 96 450
1100 3331 1666 37
1101 633 211 73
1110 747 249 116
1111 1049 262 365
Total 7923 3326 79
Firms by innovative behaviour (sample proportion)
Patterns of presence tech_ntech pers_tech_ntech tech pers_tech
non_inn
0011 0.16 0.34 0.10 0.03 0.26
0110 0.15 0.23 0.12 0.04 0.33
0111 0.12 0.44 0.08 0.07 0.21
1011 0.19 0.48 0.07 0.05 0.11
22. 1100 0.16 0.16 0.09 0.02 0.33
1101 0.20 0.24 0.09 0.02 0.27
1110 0.13 0.36 0.07 0.03 0.22
1111 0.06 0.62 0.03 0.11 0.11
Total 0.14 0.30 0.08 0.04 0.26
Notes: The patterns of inclusion indicate absence (0) or
presence (1), during the four consecutive innovation surveys.
Innovative behaviour: tech – the firm has innovated
occasionally only in the technological domain; pers_tech – the
firm
has innovated persistently only in the technological domain;
tech_ntech – the firm has innovated occasionally in both
the technological and non-technological domains;
pers_tech_ntech – the firm has innovated persistently in both
the
technological and non-technological domains; non_inn – the
firm has never innovated during the observed time span.
being selected in consecutive surveys. Table 1 reports
descriptive statistics for each ‘feasible’
pattern of inclusion5 relative to the relevant outcomes of a
firm’s innovative activity. Hence,
we can observe, for example, that the mean size of firms that
are present only in the first two
waves is 37 employees, but the size increases to 365 employees
when the balanced sample
of firms present in all four waves is considered. If we decided
to retain this restricted
group, we could define a persistent innovator in a more
stringent way (i.e. as one that
has continuously innovated during a four-period time span).
However, by following this
approach, we would probably confine our analysis to those
firms with higher innovative
propensity, with possible bias as a result. On the basis of this
23. consideration, we decided
to base our empirical investigation on the full set firms
appearing in the unbalanced
panel.
It is worth emphasising that balance sheet information for the
period 1998–2012 is
provided on a yearly basis, whereas the qualitative variables
derived from the CIS survey
are defined on a three-year basis. To address the problem of
different information timing,
we averaged accounting information over a three-year period;
thus, the economic and
financial indexes are provided as average values over the
reference CIS time span. One
should note that the full samples of firms from the CIS surveys
also include small individual
firms for which balance sheet information is not available from
the Italian public register;
thus, our analysis excludes these firms. We have compared the
final sample of firms for
which there is complete accounting information to the initial
CIS samples in the ‘feasible’
5According to the methodology proposed by Raymond et al.
(2009), a pattern is ‘feasible’ when the dynamics of innovation
are potentially observable. This implies that a firm must be
present in at least two consecutive CIS waves.
512 E. BARTOLONI AND M. BAUSSOLA
panel and then concluded that the loss of sampling units due to
the use of out-of-sample
information is negligible.6 The variables used in the empirical
24. model are described in
greater detail below.
Economic performance. We use a measure of operating
profitability, return on sales
(ros), that is appropriate for investigating the profitability
generated by the core business
of a manufacturing firm and a measure of labour productivity
(Y), which is given by the
value added per employee ratio and may be considered an
intermediate measure of a firm’s
innovation success.7
Financial efficiency indexes. Financial efficiency can be
considered by using a measure
of a firm’s exposure to external financing sources (lev), which
is given by the ratio of
shareholders’ funds to total debt, thus reflecting the extent to
which a firm uses internal
resources instead of borrowing to finance its activity.
Capital deepening. The role of physical capital is captured by
considering the capital-to-
labour ratio (K, tangible fixed assets per employee). It measures
the extent of capital
deepening in fostering productivity. Typically, the impact of
this variable on labour
productivity may be derived from growth accounting exercises,
together with the impact
that may be exerted by Total Factor Productivity (TFP). Instead,
we test its impact by
using an econometric approach, which enables us to consider
other possible determinants
related, in particular, to a firm’s innovative effort. One should
note that capital deepening
may also incorporate process innovation; this latter determinant
25. typically implies the
acquisition of new machinery.8
Innovation input. As noted above, together with physical
capital, a firm’s innovative
effort should be considered when describing the core
determinants of labour productivity.
The proxy that we use, R&D activities, may also be considered
a proxy for knowledge
capital, which can contribute directly to labour productivity
growth and exert a positive
influence through TFP growth. Because we refer to the entire
sample of innovative and
non-innovative firms, the aforementioned information is not
available for this latter group
of firms, given the characteristics of the CIS survey. Therefore,
we use a dummy variable
indicating whether a firm has undertaken R&D activity in at
least two consecutive periods
(pers_R&D).9 Thus, the impact of R&D may be considered a
shifting parameter in the
adopted specification (see the following Section 4).10
Innovation output. The aim of our investigation is to explore the
complementary role
of technological and non-technological aspects of innovation in
determining a firm’s
performance relative to innovation that is strictly technological.
We consider marketing and organisational innovation jointly, as
these two innova-
tive behaviours interact almost simultaneously. As suggested by
the market orientation
6Considering the entire period, the manufacturing firms
included in the selected CIS waves with balance sheet
26. information
are on average almost 80% of the total number of respondents.
The Micro-Manu dataset includes more than 90% of the
total number of manufacturing limited companies.
7We are aware that the relationship between innovation and
productivity produces diverse empirical results. However,
followingMohnenandHall(2013),
innovationleadstoanincreaseinproductivity,althoughit
isnotpossibletodisentangle
the price and output effects on growth, given the characteristics
of the available data sets.
8This argument is also considered in Hall, Lotti, and Mairesse
(2009), who estimate a productivity equation that depends on
product and process innovation together with fixed investment.
9Otherwise, a different modelling strategy would have been
applied, i.e. focusing only on innovative firms or using a Tobit
model with a selection equation. This approach, however, is
beyond the scope of our investigation, the aim of which is to
specify the different behaviour and performance of innovative
and non-innovative firms.
10As it is clarified in the next Section, the inclusion of a
persistent R&D dummy variable, which excludes occasional
R&D,
also depends on the adopted empirical specification.
INDUSTRY AND INNOVATION 513
literature (Slater and Narver 1995), this implies that the
creation of superior customer value
entails an organisational commitment to learning, information
27. gathering and coordination
of consumers’ needs. In other words, market orientation
involves a redefinition and easing
oftheadministrativeprocesswithinacompany,andthusultimatelyin
volvesorganisational
change.11
We aim to reveal the presence of possible performance gains
that may be earned by
firms developing innovation continuously over time compared
with occasional innovators.
Thus, we consider the four different proxies for a firm’s attitude
towards innovation that
are described above. As in the case of R&D, these variables
enter the productivity equation
as factors that shift the production function (shifting
parameters).
Other firm-specific characteristics. Firms’ age (years, log
values)12 may positively affect
their growth if older companies experience better access to
external financing, higher
capitalisation and more qualified workforce. Haltiwanger, Lane,
and Spletzer (1999) find
that age is positively associated with a firm’s productivity level,
thus exerting an indirect
effect on profitability. However, empirical results are
controversial, as suggested by Coad,
Segarra, and Teruel (2013), in that this clear-cut relationship is
not observed within a large
longitudinal sample of Spanish manufacturing companies.
Another two variables – available from the CIS survey – reflect
a firm’s ownership
structure and its propensity to internationalise. Thus, we use
two dummy variables: the
28. first indicates whether a firm belongs to a corporate group (gp),
and the second indicates
whether a firm sells its products in the international market
(intern). The first variable
may affect a firm’s efficiency, whereas the latter is closely
related to the ability to expand
internationally and thus increase turnover.
Sectoral structure and localisation. Industry-specific
characteristics are accounted for
by considering two sectoral dummies that, in line with the
Pavitt taxonomy, identify the
high and medium-high-technology sectors (pavitt_mh) and the
low and medium-low-
technology sectors (pavitt_ml). Geographical characteristics are
captured by four regional
dummies (nwest, neast, centre, south), reflecting a firm’s
location in the north-west, north-
east, central or southern regions of Italy.
Additionally, we consider the cr5 ratio to capture the SCP
mechanism described in
Section 2 and the ratio of the sectoral number of technological
innovating firms to the
total number of firms in that sector (sect_inntech). Descriptive
statistics on the full set of
variables are reported in Appendix 1.
4. The empirical model
Wemodelproductivityandprofitabilityusinganempiricalspecificat
ionthatcanbederived
from an augmented production function and a profit function.
In particular, productivity, which is defined in terms of real
value added per employee,
29. may be derived from Equation (1), assuming constant returns to
scale.13
11Also, it is worth noting that disentangling product, process,
organisation and marketing innovation over four successive
CIS surveys may imply the loss of a significant number of
observations because companies may not persist in innovation
in the same disaggregated way. We therefore prefer to maintain
a wider definition, enabling us to preserve an appropriate
longitudinal data set, which is however consistent with the
interpretative framework we have described.
12This variable is available from the Statistical Register of
Active Businesses (ASIA).
13One can specify this equation without imposing constant
return to scale. We also estimated such a specification, which
provides, however, similar results in terms of capital and
shifting factor parameters. A Wald test for constant returns to
scale is rejected, but returns to scale are only slightly
increasing. Given these issues, we prefer a specification that
enables
514 E. BARTOLONI AND M. BAUSSOLA
yit = ait + βkit + uit (1)
where y is the log of per capita real value added of firm i, k is
the log of physical capital per
employee, and ait is a shifting factor that depends on a firm’s
attitude towards technological
and non-technological innovation and R&D effort. This latter
factor also depends on other
firms’ characteristics that may be relevant in shifting
productivity. uit is a one-way error
30. component:
uit = μi + �it (2)
where:
μi ∼ IID(0, σ 2u ) and �it ∼ IID(0, σ 2� ) (3)
are independent of each other and themselves. In addition, the
error term �it is assumed
to be white noise, that is:
E(�it, �is) = 0 for t �= s (4)
We account for the persistent innovative attitude of a firm by
adopting the definition
described in the previous section, i.e. a firm is considered a
persistent innovator – from both
thestricttechnologicalandcomplementaryperspectives(thusinclud
ingnon-technological
innovation) – if it has adopted such innovations in at least two
consecutive innovation
surveys. The persistent R&D effort may be described in the
same way, thus defining a
persistent R&D firm as one that has undertaken R&D activities
over at least two consecutive
surveys.Wecanthereforeusetwodifferentdummyvariablestorepres
entafirm’spersistent
innovative attitude from both an innovation input and output
perspective.14
In addition, ait depends on a firm’s specific characteristics, i.e.
age, being part of a group,
sectoral innovative characteristics and location. Thus, we can
define ait as follows:
ait = γ0 + γ1 I it + γ2 Xit (5)
31. where Iit represents a firm’s innovation attitude and Xit is a
vector of firms’ additional
characteristics that may affect productivity.
The profitability equation is derived while accounting for both
traditional SCP effects
and firm efficiency view considerations. Additionally, we
account for the role of innovation
by considering its effect on productivity and, through the latter,
on profitability.
Thus, the empirical specification may be represented as follows:
yit = γ0 + γ1 I it + γ2 Xit + βkit + τTt + uit (6)
rosit = α0 + α1yit + α2cr5it + α3levit + α4internit +
α5sect_inntechit + vit (7)
where Tt is a time dummy common to every firm and refers to a
three-year time span and
vit is a one-way error component.
The time variable we consider refers to a three-year time span,
i.e. the time interval of
the CIS survey, as discussed in Section 3. The estimates
therefore refer to contemporaneous
relationships over a three-year time span. We are aware of a
possible endogeneity issue
us to explicitly consider the capital deepening factor – which
may include a firm’s innovative attitude – as a determinant of
productivity. Otherwise, we would have had to consider capital
and labour separately, thus losing such an interpretation.
14See the variable description in Section 3.
32. INDUSTRY AND INNOVATION 515
related to the innovative variables; however, given such a time
interval, we can also specify
a model in which the innovative variables are treated as
predetermined, i.e. they may
be thought of as independent of current disturbances uit. In
other words, we can also
introduce a calendar time lag between innovation and balance
sheet information, in that
the former precedes the latter. Thus, the innovation variables
refer to the conventional
time t associated with the three-year time span of the CIS
Survey, whereas the economic
performance variables refer to the time averages covering the
three years after the CIS
Survey. Given a firm’s innovative behaviour at time t, we can
estimate its effect on
productivity and profitability at a later calendar time.
In addition, we are aware of possible correlation between the
innovation variables
and the individual error component, and so we also estimate
Equation (2) by using the
predicted outcomes of the innovation variables derived from
logit models that explain
innovation propensities in terms of firm and sectoral
characteristics These estimations
follow previous studies in which such determinants have been
successfully used to derive
a firm’s innovative behaviour (Bartoloni 2012), and are reported
in the Appendix 2.
From Equations (6) and (7), it appears that the model may be
thought of as a recursive
33. system because the matrix of endogenous variables is triangular.
Productivity does affect
profitability and not vice-versa. In this case, OLS estimates are
appropriate, provided that
the model is also diagonal recursive, i.e. stochastic disturbances
are not correlated.15
Specifically, the productivity equation includes the following
explanatory variables:
• a dummy variable reflecting a firm’s attitude towards
persistent (occasional) inno-
vation (pers_tech, pers_tech_ntech, tech, tech_ntech, depending
on the specific case),
which is included in the I vector of variables in Equation (7);
• another dummy variable that is also included in the I vector,
reflecting whether a firm
has persistently undertaken R&D activities (pers_r&d). This
variable also reflects a
firm’s absorptive capacity, as discussed in Cohen and Levinthal
(1990), and its attitude
towards sustaining this capability over time;
• physical capital deepening (k);
• sectoral innovation characteristics (pavitt_mh and pavitt_ml);
• localisation (nwest, neast, centre and south) and other firm-
specific characteristics
(age and gp).
All variables except for physical capital may be considered as
shifting factors for a firm’s
production function, as we have previously discussed.16
The explanatory variables in the profitability equation
represent, on the one hand, the
34. SCP mechanism (industry concentration) and, on the other,
firms’ characteristics related
to subjective efficiency (leverage), the ability to sell products
on international markets and
productivity.Thislattervariablealsoreflectsafirm’sabilitytocompe
tethroughinnovation,
as productivity is crucially affected – as shown in Equation (6)
– by a firm’s innovative
attitude.17
15We also estimated a SURE model to account for such a
correlation. The results are very similar to the OLS estimates,
thus
suggesting that such a correlation is feeble and that the use of
OLS is therefore appropriate.
16Firm size is not considered because – when included – the
R&D variable becomes insignificant, as these variables are
strictly related in our sample of manufacturing firms. We
decided to use the pers_r&d dummy variable because it enters
our empirical specification as a shifting factor of the
productivity equation and it reflects a firm’s long-term
commitment
to invest in innovation activities.
17We have not included an innovative dummy reflecting a
firm’s innovative attitude in the adopted profitability
specification, as it was not significant in regressions in which it
was included. Indeed, the productivity variable does
516 E. BARTOLONI AND M. BAUSSOLA
We also include a sectoral variable to reflect the possible
effects on profitability related
35. to the number of innovative firms in each industry. This is a
proxy for new technological
opportunities brought about by the increase in an industry’s
technological knowledge. In
this framework, two different mechanisms are operational. On
the one hand, we can have a
positive effect as an increasing number of sectoral innovators
increases a firm’s probability
of introducing an innovation (epidemic effect) (Mansfield
1968). This fact may have a
positive effect on profitability. On the other hand, this
information effect may be offset
by a competitive mechanism that implies that the number of
competitors in an industry
increases, thus squeezing the profits of firms operating in the
same market (stock effect)
(Karshenas and Stoneman 1993). Thus, the explanatory
variables entering the profitability
equation are the following:
• market structure (cr5);
• financial efficiency (lev);
• ability to sell products on international markets (intern);
• productivity (y);
• technological spill-over (sect_inntech).
5. Results
Table 2 presents the estimates over the entire period, taking
previous considerations into
account; thus model (1) refers to the base specification, model
(2) refers to the specification
in which the innovative variables are treated as predetermined,
and model (3) specifies
these variables as endogenous and so predicted outcomes are
endogenised.
36. The estimates are derived by applying random effect (RE)
estimation techniques to the
system of Equations (6) and (7).18
With reference to the results, the productivity equation shows
that persistent technolog-
ical and non-technological innovation increases productivity
with an impact that ranges
from 13.4% (model 2) to 6.2 % (model 3) compared with non-
innovative firms, which
form the reference group. Firms that use only persistent
technological innovation do not
experience a significant increase in productivity in models (1)
and (3).
Joint but non-persistent innovation has a positive and
significant impact on productiv-
ity, although milder compared with persistent innovation. This
evidence holds in models
(1) and (2) but not in (3), where the impact is not significant.
This result depends crucially
on the fact that model (3) uses predicted outcomes derived from
a logit regression which
is less satisfactory in modelling the occasional innovative
behaviour. However, the impact
of persistent technological and non-technological innovation is
significantly higher with
respect to occasional innovation, as shown by coefficient values
and Wald tests (Table 3).
We also test for complementarity, considering both persistent
and non-persistent
innovation, in Table 3. These tests suggest that complementarity
is confirmed when
considering persistent innovation; in other words, persistent
37. technological and non tech-
incorporate a firm’s innovative attitude, which therefore
determines the non-significant effect of such an innovative
dummy variable.
18The choice of the RE specification depends on the need to
control for the effect of time-invariant variables such as
regional
localisation and industrial sector, and also the persistent
innovative variable. In addition, when the target population is
large, as in our case, and the selected sample may not be fully
representative regarding all the characteristics under
investigation, it may be preferable to adopt a random effect
model as this permits generalisation of the inferences
beyond the sample used in the model.
INDUSTRY AND INNOVATION 517
Table 2. Firms’ economic performance – period 2000–2012.
Productivity RE
Variables 1 – Base model 2 – Predetermined innovation 3 –
Endogenous innovation Profitability RE
pers_tech_ntech 0.122*** 0.134*** 0.0617***
[0.0207] [0.0266] [0.0185]
pers_tech 0.0222 0.0781** 0.0253
[0.0373] [0.0392] [0.0186]
tech_ntech 0.0362*** 0.0594*** −0.0053
[0.0114] [0.0176] [0.0159]
39. neast 0.207*** 0.179*** 0.212***
[0.0230] [0.0252] [0.0219]
centre 0.197*** 0.151*** 0.203***
[0.0274] [0.0303] [0.0248]
d2000 −0.0107 0.136*** −0.0028
[0.0109] [0.0159] [0.0121]
d2004 −0.0220** 0.0968*** −0.0181*
[0.00987] [0.0147] [0.01000]
d2012 −0.0355*** 0.116*** −0.0370***
[0.0113] [0.0150] [0.0103]
Constant 8.593*** 8.655*** 8.653*** −0.894***
[0.0847] [0.0869] [0.0840] [0.0351]
Observations 7923 7923 7923 7923
R2 0.323 0.238 0.319 0.295
within 0.040 0.031 0.039 0.416
between 0.364 0.284 0.361 0.273
ρ 0.682 0.564 0.682 0.665
σμ 0.348 0.377 0.347 0.053
Notes: The variables y, k and age are in log values. In order to
perform complementarity tests, two additional dummy
variables indicating whether a firm has innovated occasionally
or persistently in the non-technological domain have been
added in the productivity regressions. In models 1 and 2 for
productivity and in the profitability model robust standard
errors
are reported in brackets. In model 3 for productivity we use
predicted events for pers_tech_ntech, pers_tech, tech_ntech
and tech derived from logistic regressions as shown in
40. Appendix 2. Bootstrapped standard errors in brackets. ***p <
0.01,
**p < 0.05, *p < 0.1. ρ is an estimation of the contribution of
unobserved heterogeneity to the total unexplained variance.
σμ is the estimated standard error of the random effect
component μi .
518 E. BARTOLONI AND M. BAUSSOLA
Table 3. Wald tests for innovation complementarity and equality
between coefficients.
Complementarity tests: C11 ≥ C10 + C01
1 – Base model
pers_tech_ntech vs. pers_tech 7.95*** > 0 (p = 0.997)
tech_ntech vs. tech 2.49a > 0 (p = 0.942)
2 – Predetermined innovation
pers_tech_ntech vs. pers_tech 2.29c > 0 (p = 0.934)
tech_ntech vs. tech 0.28 > 0 (p = 0.701)
3 – Endogenous innovation
pers_tech_ntech vs. pers_tech 8.08*** > 0 (p = 0.997)
tech_ntech vs. tech 0.02 –
Test for equality between the coefficients of the innovation
variables
1 – Base model 2 – Predetermined innovation 3 – Endogenous
innovation
pers_tech_ntech vs. pers_tech 7.26*** 2.09c 20.46***
pers_tech_ntech vs. tech 9.97*** 7.85*** 17.61***
pers_tech_ntech vs. tech_ntech 17.66*** 8.65*** 17.60***
Notes: Following Mohnen and Röller (2005) the
complementarity test is based on the following null hypothesis:
41. C11 ≥ C10
+ C01 where: C11 indicates a joint technological and non-
technological innovation; C10 and C01 indicate the introduction
of, respectively, a technological and a non-technological
innovation in isolation. A Wald χ2 one-sided test is run in two
steps. The first step tests the null hypothesis of equality. If the
null is rejected, then the second step tests the null of
submodularity vs. supermodularity (i.e. complementarity). Thus,
a significant Wald χ2 test in the second step reveals the
existence of complementarity since the test indicates that
introducing only technological innovation has a lower effect on
a
firm’s productivity than introducing jointly technological and
non-technological innovation. Since we are testing one linear
restriction at a time, the χ2 distribution has one degree of
freedom.
***p < 0.01, **p < 0.05, *p < 0.1. ap = 0.11; bp = 0.13; cp =
0.14.
nological innovation is more effective compared with a strategy
that implies technological
adoption alone. This is confirmed in all model specifications,
although in model (2) the
significance level is 0.13. When considering non-persistent
innovation, the results of
the complementarity test are not clear-cut. Weak
complementarity is observed only in
model (1).
A positive effect of a firm’s persistent innovating attitude is
provided by the impact of the
R&D variable, which implies that a firm has invested in R&D in
two consecutive surveys.
The premium in terms of the productivity gain is between 5.1
and 4.0% in specifications
(1) and (2), whereas in (3) the impact is milder (2.8%).
42. Given these findings concerning the persistent innovation
premium, we can discuss
the other results in detail (Table 4). The capital-to-labour ratio
(k) implies an elasticity
of almost 0.18 in model (1) and (3) and 0.16 in model (2). This
estimate is consistent
with estimates presented in other empirical studies (Mairesse
and Sassenou 1991; Crépon,
Duguet, and Mairessec 1998).
We have not estimated the return on knowledge capital, as our
choice has been to
estimate an equation in which we show the impact on
productivity of a persistent techno-
logical and non-technological attitude, on the one hand, and of
positive and persistent R&D
expenditures, on the other hand, conditional on a set of firm-
specific control variables and
the capital-to-labour ratio. However, these estimates provide an
indirect measure of the
impact of knowledge capital, which implies, on the whole, a
significant and non-negligible
productivity premium comparable with the impact of the capital
deepening variable (k).
Another significant impact reflecting technological
opportunities available at the indus-
try level is captured by the dummy variable representing an
industry’s technological level
INDUSTRY AND INNOVATION 519
Table 4. Marginal effects on performance (selected variables).
43. Effects on profitability
y (+10%) +0.9 p. p.
lev (+10 p. point) +0.1 p. p.
Effects on productivity 1 – Base model (%) 2 – Predetermined
innovation (%) 3 – Endogenous innovation
pers_tech_ntech (=1) +12.2 +13.4 +6.2%
tech_ntech (=1) +3.6 +5.9 n.s.
pers_r&d (=1) +5.1 +4.0 +2.8%
k (+1%) +0.18 +0.16 +0.18%
pavitt_mh (=1) +11.8 +10.7 +12.2%
gp (=1) +9.1 +11.6 +9.1%
age (+1) +4.8 +4.4 +4.8%
nwest (=1) +24.4 +20.4 +25.2%
neast (=1) +20.7 +17.9 +21.2%
centre (=1) +19.7 +15.1 +20.3%
Notes: Recall that profitability (ros) is a ratio, whereas
productivity (y) is expressed in log values and thus impacts are
calculated accordingly.
(pavitt_mh). Its impact is significant and relevant because it
implies a productivity gain of
about 12 % for those firms operating in medium-high-tech
sectors according to the Pavitt
taxonomy.
The age and group dummy variables show a positive and
significant effect, suggesting
that older firms have a productivity premium of approximately
5% and that those firms
which belong to a group experience a positive impact on their
productivity of more than
44. 9% (model 1 and 3) and 12% (model 2).
Regional differentials are significant and reflect the
disadvantage of the South, in that
North and Centre Italy exhibit a gain in productivity that is, on
average, more than 20%.
Regarding profitability, we can argue that the effect of the
variable reflecting the SCP
mechanism (cr5) – although significant – is mild, whereas the
other variables reflecting
firms’ efficiency condition are significant and show non-
negligible impacts.
The leverage variable (lev) is significant and positive. A 10%
increase brings about a 0.1
p.p. increase in profitability, thus signalling that internal
resources are crucial in affecting
a firm’s ability to finance its activity and then earn profits. In
other words, as the cost of
borrowing increases – in particular because of an increasing
economy-wide risk caused by
the financial crisis – internal resources play a significant role in
affecting firms’ investment
decisions, as suggested by the pecking order theory (Myers and
Majluf 1984).
A negative sign, i.e. a condition in which highly indebted firms
earn higher profits, is
plausible but prevailing in financial market conditions in which
risk is relatively low and a
firm’s external debt may amplify the potential gain from
investment.
The intern dummy variable represents a proxy for a firm’s
internationalisation propen-
45. sity.Itsimpactisnegativeandsignificantbutverylimited(0.01p.p.).T
hisevidencesuggests
that firms that sell products on international markets earn
profits slightly lower than
those earned by firms that do not internationalise. This
observation may be controversial,
as one would expect the opposite result, i.e. a positive sign on
the coefficient of this
dummy variable. However, one can argue that operating on
international markets implies
additional costs that may be not fully compensated by the
potential increase in revenues
that the internationalisation process generates.
520 E. BARTOLONI AND M. BAUSSOLA
The sect_inntech variable shows a very mild and negative
impact on profitability,
thus signalling that the previously mentioned technological
competitive mechanism may
prevail, although its effect is feeble.
Productivity, which reflects both a firm’s efficiency
characteristics and a technological
attitude, enters the profitability equation positively. Highly
productive firms receive a profit
premium corresponding to 0.9 p.p. when productivity increases
by 10%.19
In the adopted specification we have not included, a dummy
variable reflecting the
persistent attitude of firms in introducing technological and
non-technological innovation,
as this variable is not significant when included. It does
46. significantly affect productivity,
and through this route it indirectly affects profitability.
6. Conclusions
We have presented an empirical model of the determinants of a
firm’s productivity and
profitability which has enabled us to ascertain the role of
factors related to technological
and non-technological innovations. In addition, we have
underlined how such activities,
if undertaken persistently, provide a significant additional
increase in a firm’s productivity
and profitability. Formal tests suggest that in this framework
non-technological innovation
is complementary to technological innovation.
Occasional technological innovation either combined with non-
technological innova-
tion or alone, does have a significant effect on firms’
performance in model specifications
in which technology adoption enters the productivity equations
as an exogenous or
predetermined variable.
We find support to our initial hypotheses thus emphasising the
relevance of the
innovation process, in that learning, organisational adjustments
and market orientation –
together with technological innovation – determine a firm’s
superior performance.
In addition, we also use an input measure of innovative
knowledge, related to a firm’s
R&D effort. The underlying productivity premium is
significant, with an impact that ranges
47. from 5.1 to 2.8%.
Capital deepening, i.e. the capital–labour ratio, exhibits a
positive and significant impact
that implies an elasticity of almost 0.18. This finding underlines
the role of physical capital
accumulation, although a direct comparison with the impact of
knowledge capital (R&D
activities) cannot be derived, as we proxy for this effect by
using a dummy variable.
Additional firm characteristics are taken into account,
suggesting that older firms
experience a significant and non-negligible productivity
premium, which is also acquired
by those firms that are part of a group.
Sectoral characteristics related to innovative criteria (Pavitt
taxonomy) suggest an
increasing relationship between productivity and technological
levels.
We also analysed firms’ profitability by estimating a profit
function that summarises
different mechanisms affecting profits. Thus, we have
considered the traditional SCP and
efficiency view mechanisms, together with the role played by a
firm’s innovative attitude.
The effect of the SCP mechanism (proxied by a concentration
index) is negligible,
although positive and significant, whereas other firm-level
efficiency variables (leverage
and the ability to sell products on international markets) show a
negative mild impact.
48. 19At sample mean the difference between profits of persistent
joint innovators and persistent technological innovators is
on average about 2 p.p. over the entire period.
INDUSTRY AND INNOVATION 521
This latter effect in particular – although negative – is feeble,
suggesting that possible gains
from internationalisations may be offset by the increased fixed
costs associated with it,
particularly for small- and medium-sized enterprises.
According to the specified empirical model, productivity
reflects a firm’s efficiency
variable that also incorporates the impact of innovative
advances – considered in their
extensive definition – on profitability. Its impact on
profitability is much larger than that
represented by the traditional SCP mechanism, thus underlining
the relevance of a firm’s
innovative attitude in driving its profitability.
Acknowledgements
The authors would like to thank seminar participants at the
EARIE 2016 Conference, Lisbon
(Portugal), the Institute of Economics, Scuola Superiore
Sant’Anna, Pisa and the Dipartimento
di Scienze Economiche e Aziendali, Università di Parma, Italy.
Comments received from two
anonymous referees on an earlier version of the manuscript have
significantly contributed to
improving the paper. Needless to say, the usual disclaimer
applies.
49. Disclosure statement
No potential conflict of interest was reported by the authors.
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Appendix 1. Descriptive statistics
Period 1998–2000 2002–2004 2006–2008 2010–2012 Tot.
No. of observations 2462 2855 1471 1135 7923
Variable name Type Variable description
tech_ntech 0/1 1 if the firm has occasionally
introduced a technological inno-
vationinconjunctionwithanon-
technological innovation
0.22 0.21 0.28 0.30 0.24
pers_tech_ntech 0/1 1 if the firm has persistently
introduced a technological inno-
vationinconjunctionwithanon-
technological innovation
0.07 0.06 0.12 0.13 0.08
tech 0/1 1 if the firm has occasionally
58. introduced a technological inno-
vation
0.21 0.22 0.25 0.25 0.22
pers_tech 0/1 1 if the firm has persistently
innovated in the technological
domain
0.03 0.03 0.05 0.05 0.04
ros c Return on sales. The ratio
between gross operating profits
and sales. An index of operating
profitability.
0.12 0.11 0.10 0.09 0.11
Y c Value added per employee
(thousands euros)
59.4 60.1 71.3 74.2 64.0
K c Tangible fixed assets per em-
ployee (thousands euros)
53.1 54.5 69.7 82.8 60.9
lev c The ratio of shareholders’
funding to total debts
0.71 0.76 0.83 1.03 0.80
cr5 c Concentration index (Pavitt sec-
tors)
59. 0.33 0.35 0.26 0.29 0.30
sect_inntech c Share of sectoral technological
innovators %
50.1 46.8 66.0 66.2 54.2
intern 0/1 1 if the firm sells its products in
the international market
0.71 0.67 0.80 0.86 0.73
pavitt_mb 0/1 1 if in the low and medium-low
technology sectors
0.66 0.66 0.63 0.61 0.65
pavitt_ma 0/1 1 if in the high and medium-high
technology sectors
0.34 0.34 0.37 0.39 0.36
AGE c Firm’s age (years) 23 26 30 33 27
r&d 0/1 1 if the firm has undertaken R&D
investments
0.31 0.37 0.53 0.50 0.40
pers_r&d 0/1 1 if the firm has persistently
undertaken R&D investments
0.26 0.26 0.42 0.43 0.32
gp 0/1 1 if the firm belongs to an
industrial group
60. 0.30 0.35 0.62 0.76 0.44
nwest 0/1 1 if the firm is localised in the
North-West
0.35 0.36 0.39 0.36 0.36
neast 0/1 1 if the firm is localised in the
North-East
0.34 0.34 0.35 0.36 0.34
centre 0/1 1 if the firm is localised in the
Centre
0.16 0.16 0.13 0.14 0.15
south 0/1 1 if the firm is localised in the
South
0.15 0.15 0.13 0.14 0.14
Notes: Y and K have been deflated using sectoral deflators
(base year 2010). ‘Persistently’ means in at least two
consecutive
periods. ‘Occasionally’ means at least one time but never in two
consecutive periods.
INDUSTRY AND INNOVATION 525
Appendix 2. RE Logistic regressions for the innovative and
R&D binary vari-
ables – period 2000–2012
62. [0.172] [0.187] [0.373] [0.326] [0.178]
d2004 0.727*** 0.0302 −0.0975 −0.481 0.557***
[0.205] [0.223] [0.432] [0.363] [0.212]
d2012 0.0327 0.168 −0.0562 −0.333** −0.0914
[0.0896] [0.113] [0.180] [0.148] [0.0945]
Constant −8.271*** −3.834*** −6.660*** −0.646 −8.816***
[0.679] [0.720] [1.438] [1.200] [0.710]
LR χ2(14) 1769.675 180.51 56.31 151.92 1498.38
pseudo R2 0.18 0.03 0.02 0.03 0.23
Observations 7.923 7.923 7.923 7.923 7.923
Notes: Robust Standard errors in brackets. ***p < 0.01, **p <
0.05, *p < 0.1. Following Bartoloni (2012), it is possible to
estimate a firm’s innovation probability using logit models that
incorporate explanatory variables causing different firms’
innovativebehaviours.Weusethefollowingexplanatoryvariables:fi
rmsize(size,numberofemployees, logvalues),financial
efficiency (lev), physical capital deepening (K), industrial
group membership (gp), ability to sell products on international
markets (intern), market structure (cr5), technological spill-over
(sect_inntech), and regional, sectoral and time dummies.
We derive predicted probabilities that can then be used to
predict the estimated events (pers_tech, pers_tech_ntech, tech,
tech_ntech, and pers_R&D) used in the productivity regression.
1. Introduction2. The interpretative framework3. Panel data
description4. The empirical model5. Results6.
ConclusionsAcknowledgementsDisclosure
statementReferencesAppendix 1. Descriptive statisticsAppendix
2. RE Logistic regressions for the innovative and R&D binary
variables – period 2000–2012
63. EXECUTIVE DIGEST
The secret to true service innovation
Lance A. Bettencourt a,*, Stephen W. Brown b, Nancy J.
Sirianni c
a Partner, Service 360 Partners LLC, & Distinguished
Marketing Fellow, Texas Christian University, U.S.A.
b W.P. Carey School of Business, Arizona State University,
P.O. Box 874106, Tempe, AZ 85287-4106, U.S.A.
c M.J. Neely School of Business, Texas Christian University,
TCU Box 298530, Fort Worth, TX 76129, U.S.A.
Business Horizons (2013) 56, 13—22
Available online at www.sciencedirect.com
www.elsevier.com/locate/bushor
KEYWORDS
Services;
Service excellence;
Service innovation;
Strategy;
Service research
Abstract The secret to true service innovation lies in shifting
focus away from the
service solution back to the customer. Rather than asking,
‘‘How are we doing?’’
managers must ask, ‘‘How is the customer doing?’’ For far too
many businesses,
service innovation means making incremental improvements to
64. existing services.
While a focus on improving current services certainly has its
place, we indicate that
this has constrained firms’ innovation capabilities by limiting
new ideas. In order to
truly innovate, firms must expand their focus beyond existing
services and service
capabilities to address the fundamental needs of their
customers, including the jobs
and outcomes those customers are trying to achieve. By further
focusing service
innovation on developing shared solutions with customers, firms
are better able to
create breakthrough service offerings and processes. This will
result in value co-
creation that is both meaningful to customers and uniquely
differentiated from
competitive offerings. To this end, we present a four-step
process for firms to guide
job-centric service innovation.
# 2012 Kelley School of Business, Indiana University.
Published by Elsevier Inc. All
rights reserved.
1. Truly innovative service innovation
As the service economy increasingly dominates glob-
al business, product and service firms are seeking to
advance their service offerings not only to retain
customers, but also to stay ahead of rivals (Jana,
2007). Successful service innovation approaches are
especially relevant in a slow economy, where
* Corresponding author
E-mail addresses: [email protected]
(L.A. Bettencourt), [email protected] (S.W. Brown),
[email protected] (N.J. Sirianni)
65. 0007-6813/$ — see front matter # 2012 Kelley School of
Business, I
http://dx.doi.org/10.1016/j.bushor.2012.09.001
decreased spending leads to a decline in economic
activity and intensified competition among rival
firms. As such, service innovation has become a
major source of competitive advantage for compa-
nies cultivating the ability to use knowledge gleaned
from customers, competitors, and their own capa-
bilities to create meaningful and distinctive
services.
In today’s challenging business environment,
however, it is no longer enough to merely deliver
a quality service to customers in a timely manner.
Instead, companies must find ways to innovate en-
tirely new service offerings that their customers will
find valuable. This type of service innovation is not
ndiana University. Published by Elsevier Inc. All rights
reserved.
http://dx.doi.org/10.1016/j.bushor.2012.09.001
http://www.sciencedirect.com/science/journal/00076813
mailto:[email protected]
mailto:[email protected]
mailto:[email protected]
http://dx.doi.org/10.1016/j.bushor.2012.09.001
14 EXECUTIVE DIGEST
Figure 1. Traditional approach: Service as unit of
analysis
easy to achieve, as the intangible nature of service
activity and the active participation of the customer
in producing the offering has led to uncertainty
66. about how to innovate new services (Chesbrough,
2005). Yet, service innovation is increasingly consid-
ered a vital element of a firm’s competitive strategy
(MacDonough, Zack, Lin, & Berdrow, 2008), and this
strategy will be misguided if the firm’s innovation
approach is too short-sighted to make a real differ-
ence for customers–—or to be truly differentiated in
today’s marketplace.
As firms work to uncover the most effective ways to
innovate, service experts have swarmed into the field
to assist them, offering models for understanding
customers’ expectations, improving companies’ de-
sign processes, and removing variability from the
service development process. While resourceful,
these efforts have mainly led to incremental service
improvements, such as increasing store hours or en-
hancements to loyalty programs (Berry, Shankar,
Parish, Cadwallader, & Dotzel, 2006). A primary rea-
son this is the case is that most methods currently
employed (e.g., service blueprinting, moments-of-
truth, service quality research) propose to help com-
panies improve their service offerings in the design or
implementation stages of service development (Bit-
ner, Ostrom, & Morgan, 2008; Thomke, 2003). While
this can be helpful, in actuality, these approaches
have limitations in the area of identifying and
prioritizing opportunities for ground-breaking service
concepts. Creating revolutionary service requires
genuine innovation that is anchored in true customer
needs, not simply enhancing existing service
offerings.
To truly innovate, firms must expand their short-
sighted focus beyond existing services and service
capabilities to address the fundamental needs of
67. their customers, including the jobs that customers
are trying to achieve and the outcomes that they use
to measure success (Bettencourt, 2010; Heskett,
1987). Broadening the strategic viewpoint to en-
compass the jobs and outcomes that service offer-
ings must help customers satisfy requires active
engagement in order to fully understand their
needs. Adjusting the firm’s innovation focus away
from the service solution and back to the customer
will result in value co-creation that is both mean-
ingful to customers and uniquely differentiated
from competitive offerings (Gummesson, 1995).
2. How companies get service
innovation wrong
As shown in Figure 1, current approaches to service
improvement constrain innovation by focusing on
service as the unit of analysis, rather than on the
fundamental needs of the customer (Bettencourt,
2010; Christensen, Cook, & Hall, 2005). For exam-
ple, service quality research identifies service im-
provement opportunities through the use of mystery
shoppers, point-of-purchase and trailer satisfaction
surveys, and annual service quality surveys. By de-
sign, these approaches can only assess currently-
offered solutions; that is, they evaluate service
offerings that have already been proposed. The
results from this research can only improve extant
company offerings, not provide a better under-
standing of customer needs or invent new ways of
satisfying them. As far as innovation is concerned,
we find three basic issues with traditional ap-
proaches to service innovation.
2.1. The cart before the horse
68. First, focusing on a service solution puts the cart
before the horse. When conducting service quality
research, for example, managers must ask them-
selves: ‘‘What’s the point of evaluating a solution
when we’re still not sure what the problem is? What
are our customers trying to achieve?’’ For example,
current approaches to service quality research
might uncover the fact that retail customers value
a knowledgeable sales associate. Aha! This type of
finding leads company managers to believe that they
can improve their service offerings by making sure
sales associates are knowledgeable. This may be
helpful initially, but unless managers learn why
customers value a knowledgeable sales associate–—
particularly what it is that customers expect a knowl-
edgeable sales associate to help them with (Avoiding
mismatching outfits? Keeping current with fashion
trends? Finding particular items quickly?)–—they
will continue to make less-than-optimal decisions
regarding improvements to service offerings.
EXECUTIVE DIGEST 15
2.2. Constraining innovation thinking
Second, focusing on a service solution constrains
innovation thinking. Continuing with the aforemen-
tioned retail example, having discovered that their
customers are dissatisfied with the sales associates’
level of knowledge, retail clothing managers may
feel the only available option is to hire, train, and
reward more knowledgeable sales associates. In
contrast, if they try to find out what problem or
problems their customers are hoping to solve–—or, to
69. put it another way, if they try to find out what jobs
customers are trying to get done or what outcomes
customers are hoping to achieve–—the field of pos-
sibilities opens up (Ulwick & Bettencourt, 2008).
Suppose, for instance, that company managers dis-
cover the outcome customers are most interested in
achieving is speeding up the process of creating
outfits. Potential solutions might then include not
only knowledgeable sales associates, but also inter-
active kiosks, helpful signage, product arrange-
ments and merchandise displays showing potential
outfits, clothing redesign, clothing labeling, and
many other possibilities.
2.3. Reinforcing the status quo
Third, focusing on a service solution reinforces the
status quo. Customers seek out service for a reason;
they want to accomplish something. One could say
that customers have a job to get done, and they are
hiring the service to help them accomplish it (Chris-
tensen, Anthony, Berstell, & Nitterhouse, 2007;
Ulwick & Bettencourt, 2008). When managers think
of offering services only on already-established pat-
terns, it limits the number of jobs the service can
help customers get done, and it inhibits understand-
ing the limitations of the current service offering for
helping the customer to satisfy their needs. Con-
tinuing with our retail clothing example, some man-
agers tend to think about their customers only in
terms of current encounters within their stores; but
that means they miss other, novel ways of serving
those customers outside of the store. If the company
managers thought about customers’ broader desire
to manage a wardrobe and all that entails, they
might discover opportunities to help customers not
70. only with figuring out what types of outfits to pur-
chase, but also with what to do with outdated
clothing or putting together outfits from clothing
they already own. Service quality research generally
reinforces the status quo because it asks customers,
‘‘How are we doing?’’ when really what companies
need to ask is, ‘‘How are you doing?’’ By shifting the
question to focus on what the customer is trying to
achieve, managers are better equipped to upset the
status quo by creating value with the customer, and
not just for the customer. In considering the cus-
tomer’s entire experience of building a wardrobe,
and not just shopping for a single outfit at the store,
retail managers in the aforementioned example can
impact the customer’s entire experience with a shift
to their service innovation approach (Prahalad &
Ramaswamy, 2003).
3. A better approach to service
innovation
What companies need is an approach to innovation
that enables them to identify opportunities for
breakthrough service offerings that is not con-
strained by current or proposed service solutions. A
job-centric approach to service innovation does just
that. As the phrasing implies, this approach focuses
not on customers’ evaluations of current offerings,
but on the job that customers are trying to get done.
It looks deeply into why customers presently hire
service solutions and then expands this view to con-
sider related customer jobs and more encompassing
customer processes (Bettencourt & Ulwick, 2008;
Ulwick, 2002). This is the type of innovation that
allows Zipcar customers to easily pre-pay, reserve,
use, and then return fully fueled and insured short-
71. term, shared cars, alleviating the worry and hassles
of borrowing vehicles from friends and relatives for
shopping, errands, and other brief tasks. Zipcar tran-
scends the rental market’s typical model of longer-
term contracts and add-on fees for liability insurance
and gasoline. By fully understanding its customers’
needs for quick trip transportation and desired has-
sle-free outcomes, Zipcar has been able to transform
these clients’ entire car rental experience and gain
market share against competing entrenched players.
In its simplest form, this approach to service
innovation involves four steps, as shown in
Figure 2. To begin, Step 1 requires active partner-
ship with customers to uncover what jobs they are
trying to accomplish by hiring services in the first
place. Next, Step 2 necessitates that service-pro-
viding firms dig deeper to find out if these jobs are a
part of some larger process that can be tapped into
to create additional customer value. Then, Step 3
entails that firms learn about the opportunities that
currently exist to get these customer jobs done–—
including capturing the right type of customer needs
to ensure that their inputs are not only correct, but
also useful for guiding meaningful service innova-
tion. Finally, Step 4 involves identifying and then
applying resources to create value for both the
service-providing firm and its customers to achieve
genuine service innovation.
16 EXECUTIVE DIGEST
Figure 2. Job-centric approach: Customer job as unit of analysis
To illustrate these steps, we’ll take a detailed
72. look at how Abbott Medical Optics (AMO) has ap-
proached service innovation with success. AMO,
which operates in more than 25 countries, is a
provider of medical device technologies for vision
improvement. Its ophthalmic product line includes
lenses, insertion systems, laser vision correction
systems, and other devices for both cataract and
refractive surgery procedures. Like many compa-
nies, AMO operates in markets in which product
differentiation is limited and competitors quickly
copy innovative products. In such markets, second-
ary sales, service, and support mechanisms assume
added importance for gaining and retaining custom-
ers. In the medical device market, these secondary
support offerings target not only the physician user,
but also surgical nurses and materials managers who
are responsible for purchasing and replenishment.
Although AMO is pursuing service and support in-
novations that target each of those customer
groups, the materials managers are the ones who
have been most directly impacted by company
services.
In late 2005, AMO decided to apply the same
scientific rigor to service innovation that it had long
applied to the innovation of vision technologies.
Angelo Rago, then-senior vice president of global
customer services, knew that AMO required a unique
approach if it truly sought to differentiate on the
basis of excellent service. He realized that AMO
needed to break the cycle of incremental service
improvements that resulted in the company’s virtu-
ally identical (to its chief rivals) service delivery
mechanisms and support services. Moreover, em-
ployees within the firm recognized that sales were
being lost to competitors due to poor customer
service. In the following sub-sections, we introduce
73. our four step model and illustrate how it was used to
guide service innovation at Abbott Medical Optics.
3.1. Step 1: Determine what job or jobs
customers are trying to get done by using
current services and support
Step 1 requires research to uncover what job or
jobs customers are trying to accomplish by hiring
EXECUTIVE DIGEST 17
the firm to provide services. It is important to note
that this process goes beyond merely asking cus-
tomers what they want in a service, because–—as
many service innovation managers know–—most
customers have a limited frame of reference
(Ulwick, 2002). Instead, this step involves scan-
ning every customer-firm touch point and asking
the right questions to learn what customers are
trying to accomplish when they hire the services
provided by the company, as well as deeply
probing to reveal underlying reasons provided in
customers’ responses. This type of active investi-
gation and learning helps firms uncover blind spots
in order to develop a company-wide peripheral
vision (Day & Schoemaker, 2005), allowing them to
more fully understand the value their customers
receive from company services.
In executing Step 1, managers should ask ques-
tions, including: What goals are customers hoping to
achieve in working with company representatives
and departments? What are customers seeking to
accomplish when they access the firm’s website?
74. What problems are customers trying to resolve in
utilizing the firm’s service and support apparatus? By
focusing on the jobs customers need to get accom-
plished, we eliminate worry over neglecting latent
or unarticulated requirements; customers under-
stand the challenges of their own situation and
are able to state their needs in the frame of how
they currently get jobs done–—even before a poten-
tial service innovation exists (Bettencourt, 2009).
For example, a hospital asking these questions of
patients would discover various reasons they are
contacted for support, including determining op-
tions to address a health problem, selecting a
healthcare provider, scheduling healthcare ser-
vices, receiving treatment, and understanding the
impact of a health issue.
In the case of AMO’s cataract business, there are a
number of employees who have service and support
interactions with its customers’ materials manag-
ers. These include account managers, call center
employees, and field service staff. In seeking service
innovation opportunities, initial queries of both
internal AMO staffers and materials managers fo-
cused on why customers utilized a given service
mechanism; that is, the goal was to know what
customers were seeking to accomplish in their in-
teractions with an account manager, a call center
employee, or when they contacted technical field
service. The primary goals included placing orders
and resolving problems relating to product delivery,
invoicing, and returns. The materials managers also
had service encounters with AMO’s ‘materials’ at
other points; for example, when receiving orders
and reviewing invoices.
3.2. Step 2: Determine whether the jobs
75. for which customers are hiring current
services are part of a larger process
Customers’ jobs are extremely varied in their com-
plexity: they can be as simple as locating a specific
type of information or as complex as developing a
financial investment portfolio. Interestingly, simple
jobs are more often than not steps in larger pro-
cesses or more complex jobs. This fundamental
truth provides the basis for bringing structure and
predictability to the service innovation process. As
processes, the beginning and end points of a cus-
tomer job can be identified, the metrics by which
customers judge how well the job is executed can be
uncovered and measured, and the overall method
can be improved by developing offerings that help
the customer execute the job more effectively and
efficiently.
This insight has important implications for service
innovation because if the jobs for which customers
have hired a company’s service are part of a larger
process, it is likely that there are other elements in
that larger process that have been overlooked by
the company’s managers–—and by their competitors,
too! By considering those other elements and by
broadening the scope of the services it is willing to
offer, a company can surge ahead of the competi-
tion. Consider consumers who turn to banking ser-
vices such as checking accounts and credit cards to
help them with jobs like receiving money, paying
bills, and making purchases. They are really en-
gaged in a broader process of managing day-to-
day cash flow. In speaking with consumers about
the steps in this process, it quickly becomes evident
that banks have overlooked opportunities to help