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.
Construction Industry Master Plan (CIMP) was established in 2006 to improve the construction industry over 10 years. CIMP's targets included improving quality, time efficiency, reducing foreign labor, and ensuring social/health standards. It outlined 7 strategic thrusts focusing on integration, strengthening image, quality/safety, human resource development, innovation, technology, and globalization. Critical success factors included productivity, quality, human resources, knowledge, innovation, environment, sustainability, and professionalism. Case studies conducted in Australia highlighted benefits of innovation, how companies adopted innovations, and successful implementation. They covered clients, contractors, consultants and suppliers. Key aspects of successful innovation included streamlining activities, improving knowledge flows, building relationships, and effective client leadership.
The document discusses how manufacturing companies are increasingly integrating innovation into their corporate strategies and collaborating across organizational boundaries to drive innovation. Some key findings include:
1) Innovation is becoming a more integral part of corporate growth strategies and is embedded in more functions beyond just R&D.
2) Companies are looking at innovation as an important lever for improving business performance and top-line growth, in addition to developing new products.
3) R&D collaboration, customer collaboration, and supplier collaboration are seen as key ways to support localized products while leveraging synergies globally. However, challenges remain in capitalizing on customer insights and shifting supplier relationships from cost reduction to shared value creation.
2014 the plandocheckact-cycle-of-value-addition-2169-0316.1000124Kassu Jilcha (PhD)
This document discusses the Plan-Do-Check-Act (PDCA) cycle in relation to value addition. It notes that value addition has traditionally been measured simply as the difference between output and input prices, ignoring other functions. The document aims to extend the concept of continuous process improvement beyond manufacturing to consider all value-adding functions. It identifies six core functions in the value addition process and categorizes them into the four phases of the PDCA cycle. Considering all functions will help better understand their roles in continuously enhancing value addition.
The presentation covers innovation strategies that have been implemented by different companies in different industries to disrupt the market and become leaders in their industries.
This document discusses the role of business process management in operational innovation. It begins with background on operational innovation, using examples from Walmart and Progressive Insurance. It then outlines four key roles of business process management: business strategy, process architecture, performance measurement, and organizational alignment. The document identifies four barriers that prevent companies from taking advantage of operational innovation: undervaluing operations, operations being out of sight and out of mind, lack of ownership over innovation, and prioritizing improvement over innovation. It argues that overcoming these barriers requires changes like senior leadership involvement in operations and dedicating resources to driving innovation.
Starbucks has achieved competitive advantage through a combination of differentiation and low cost strategies:
1) It standardized operations to benefit from economies of scale while also differentiating through quality, innovation, and brand reputation.
2) Starbucks controls overhead costs and invests in R&D to produce at low costs while also focusing on customer satisfaction and employee dedication.
3) Factors like efficient scale, standardization, quality focus, innovation, brand credibility, and environmental posture have allowed Starbucks to differentiate while keeping production costs low - making it the dominant global coffee chain.
The document discusses research and development (R&D) efforts in the oil and gas industry. It outlines how R&D creates new technologies to preserve the environment and ensure safety across extraction, distribution, and product sale. It provides examples of R&D organizations and projects focused on issues like offshore exploration, marginal oilfield development, and heavy oil extraction. Companies discussed conduct R&D to remain innovative leaders in production and maintenance technologies.
Construction Industry Master Plan (CIMP) was established in 2006 to improve the construction industry over 10 years. CIMP's targets included improving quality, time efficiency, reducing foreign labor, and ensuring social/health standards. It outlined 7 strategic thrusts focusing on integration, strengthening image, quality/safety, human resource development, innovation, technology, and globalization. Critical success factors included productivity, quality, human resources, knowledge, innovation, environment, sustainability, and professionalism. Case studies conducted in Australia highlighted benefits of innovation, how companies adopted innovations, and successful implementation. They covered clients, contractors, consultants and suppliers. Key aspects of successful innovation included streamlining activities, improving knowledge flows, building relationships, and effective client leadership.
The document discusses how manufacturing companies are increasingly integrating innovation into their corporate strategies and collaborating across organizational boundaries to drive innovation. Some key findings include:
1) Innovation is becoming a more integral part of corporate growth strategies and is embedded in more functions beyond just R&D.
2) Companies are looking at innovation as an important lever for improving business performance and top-line growth, in addition to developing new products.
3) R&D collaboration, customer collaboration, and supplier collaboration are seen as key ways to support localized products while leveraging synergies globally. However, challenges remain in capitalizing on customer insights and shifting supplier relationships from cost reduction to shared value creation.
2014 the plandocheckact-cycle-of-value-addition-2169-0316.1000124Kassu Jilcha (PhD)
This document discusses the Plan-Do-Check-Act (PDCA) cycle in relation to value addition. It notes that value addition has traditionally been measured simply as the difference between output and input prices, ignoring other functions. The document aims to extend the concept of continuous process improvement beyond manufacturing to consider all value-adding functions. It identifies six core functions in the value addition process and categorizes them into the four phases of the PDCA cycle. Considering all functions will help better understand their roles in continuously enhancing value addition.
The presentation covers innovation strategies that have been implemented by different companies in different industries to disrupt the market and become leaders in their industries.
This document discusses the role of business process management in operational innovation. It begins with background on operational innovation, using examples from Walmart and Progressive Insurance. It then outlines four key roles of business process management: business strategy, process architecture, performance measurement, and organizational alignment. The document identifies four barriers that prevent companies from taking advantage of operational innovation: undervaluing operations, operations being out of sight and out of mind, lack of ownership over innovation, and prioritizing improvement over innovation. It argues that overcoming these barriers requires changes like senior leadership involvement in operations and dedicating resources to driving innovation.
Starbucks has achieved competitive advantage through a combination of differentiation and low cost strategies:
1) It standardized operations to benefit from economies of scale while also differentiating through quality, innovation, and brand reputation.
2) Starbucks controls overhead costs and invests in R&D to produce at low costs while also focusing on customer satisfaction and employee dedication.
3) Factors like efficient scale, standardization, quality focus, innovation, brand credibility, and environmental posture have allowed Starbucks to differentiate while keeping production costs low - making it the dominant global coffee chain.
The document discusses research and development (R&D) efforts in the oil and gas industry. It outlines how R&D creates new technologies to preserve the environment and ensure safety across extraction, distribution, and product sale. It provides examples of R&D organizations and projects focused on issues like offshore exploration, marginal oilfield development, and heavy oil extraction. Companies discussed conduct R&D to remain innovative leaders in production and maintenance technologies.
The document discusses innovation process management (IPM) in healthcare. IPM uses tools and workflows to help healthcare institutions rationalize, coordinate, and focus innovative thinking and efforts. It enables ideas to thrive and technologies to come to market by examining how knowledge and ideas can be converted into improved products, processes, or services. The IPM solution addresses the end-to-end innovation management process through stages including strategize, capture, formulate, evaluate, define, and select. This helps healthcare organizations foster a culture of innovation and manage the process in an objective, strategic manner.
The importance of an innovation management system_Maie PeetriMaie Peetri
This document summarizes a dissertation on innovation management systems. It provides an overview of relevant literature and frameworks for innovation management. It then describes a case study conducted with nine Portuguese IT companies, five of which had certification under the Portuguese NP4457:2007 standard for research, development and innovation management. The case study aimed to identify advantages of implementing a certified innovation management system and impacts of certification. Results indicated that certified companies had more systematic information management and documentation of their innovation processes. Certification also seemed to positively influence company strategies and outcomes related to innovation.
This slide examines why a shift from occasional, ad-hoc and reactive innovation to a posture of relentless, enterprise-wide and methodical innovation is so important. A redacted slide set I used to drive discussion with a senior leadership team.
The document outlines Microsoft's Innovation Management Framework, which provides best practices and a technology roadmap for managing innovation. The framework addresses innovation challenges through processes like Envision, Engage, Evolve, Evaluate and Execute. It also discusses the importance of leadership, culture and formalizing innovation processes. Case studies and technologies are presented to illustrate how companies can improve innovation performance. The framework is intended to help companies develop comprehensive strategies for managing innovation.
This document summarizes key points from a lecture on research and development (R&D). It discusses best practices in innovation including understanding customer needs, culture of innovation, open innovation, funding R&D, execution, creativity, and intellectual property protection. It provides definitions of R&D, describes the different types of R&D activities from basic research to development. It also discusses integrating R&D with corporate strategy, classifying R&D activities across industries, and the importance of strategic R&D planning and developing a technology portfolio.
The business model innovation process: a temporal perspectiveNiamh O Riordan
This presentation reports on a proposal to view business model innovation as a process that was recently presented at the Australasian Conference on Information Systems
The document discusses management information systems (MIS) and business innovation. MIS involves using technology to help organizations and people work more effectively. Business innovation is the process of introducing new ideas, methods, products or services to create value for an organization. Common drivers of business innovation include artificial intelligence, which is transforming many industries. Successful business innovation involves an ongoing cycle of generating, testing, developing and delivering new ideas. There are various models and types of innovation, such as product or process innovations, and innovations can be either revolutionary or incremental. While innovation offers benefits like competitive advantages, it also carries risks such as high costs and potential failures.
The progressive mindset of businesses and start-ups has influenced Global In-House Centres (GIC) to explore more realities. The aim is to transform into a global capability centre to gain a more rigid position in terms of the impact of the ecosystem at a global level by experimenting new innovative models.
Oracle - How to take control of Product and Service Innovation guide.PDFFrancois Thierart
This document discusses best practices for structured product innovation management. It notes that while innovation is critical for growth, many companies struggle with ineffective processes that result in poor returns on innovation investments. It recommends that companies implement a connected, data-centric approach with digital tools to manage the entire innovation pipeline from idea generation through development and commercialization. This will allow companies to systematically capture and select the right ideas, build business cases, and create a balanced portfolio aligned with strategy. The document outlines five key steps top innovators take including managing ideas from diverse sources, developing requirements, managing concepts and resources, creating investment proposals, and optimizing the portfolio.
This document summarizes key concepts from Chapter 13 of Gareth R. Jones' book "Organizational Theory, Design, and Change". It discusses innovation, entrepreneurship, creativity, and how organizations can foster these. It defines innovation and technological change, and describes the technology and product life cycles. It also outlines approaches to managing innovation projects, such as using cross-functional teams, stage-gate processes, and information technology to encourage collaboration.
The document discusses challenges with new product development and how lean principles can help address them. It provides examples of product development failures from Samsung, Coca-Cola, and Titanic due to issues like poor planning, lack of risk assessment, and not considering safety. Tesla is shown as successfully applying lean with different models at various volumes and prices. Key lean concepts discussed include simultaneous engineering, chief engineers, and visual management boards (Oobeya). Goodyear Tire is highlighted as improving on-time delivery from 27% to 90% and cycle time from 100 to 30 days by applying lean through matrix organization and other methods.
Lean Innovation for Micro Enterprises Module 9 Is it worth implementing Le...BanbridgeDistrictEnt
The document discusses various methods for evaluating innovations using lean principles. It describes lean evaluation as providing valuable feedback without extensive data gathering and analysis. Some key evaluation methods discussed include innovation accounting, which tracks metrics like user engagement and assumption testing. Other methods covered are scored SWOT analysis, evaluation matrices, and the business model canvas. The document emphasizes using a mixture of input metrics, like money spent, and output metrics, like revenue from new products. It advises starting with a handful of relevant metrics and sticking with them over time to assess innovation trends. Pivoting versus persevering with an innovation is also addressed.
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).
Lean and Agile Manufacturing as productivity enhancement techniques - a compa...IOSR Journals
Lean and agile manufacturing are productivity enhancement techniques that aim to improve responsiveness to customers and reduce costs. Lean focuses on eliminating waste through continuous improvement processes, while agile emphasizes flexibility and nimbleness to respond quickly to changes. Both approaches seek to enhance value for customers. Key differences are that lean focuses more on efficiency and waste reduction within operations, while agile takes a more holistic view across the entire enterprise to thrive in uncertain environments through rapid adaptation.
Ifla president's mtg final digital technology and innovation.2016Stephen Abram
Digital technology is transforming library services by providing access for all through bridging the digital divide with computers, internet access, and digital literacy programs. Libraries now offer 24/7 access through online, mobile, and in-person services like WiFi, laptop lending, and optimized websites. Physical library spaces are being reimagined to support collaborative learning, innovation, making, and community meetups. Libraries are also bringing services into the community through pop-up learning labs and digital innovation programs for staff.
Benign mesenchymal non odotogenic tumers mo7ammed9ale7
This document summarizes several types of benign mesenchymal non-odontogenic tumors that can occur in the oral cavity, including fibroma, lipoma, hemangioma, lymphangioma, osteoma, and chondroma. It describes the definition, etiology, clinical presentation, histological features, treatment and other characteristics of each tumor type in 1-2 sentences per tumor.
El documento describe la importancia de educar a los niños con valores. Explica que los valores son principios que guían el comportamiento y nos ayudan a preferir ciertas acciones sobre otras. Los niños deben desarrollar valores para convertirse en mejores personas y ciudadanos que respetan a los demás y preservan los recursos de forma cooperativa y armoniosa.
The document discusses the human microbiome, which refers to the trillions of microorganisms that inhabit various parts of the human body. It notes that the microbiome contains over 100 trillion bacterial cells and has more genes than the human genome. The largest and most dense microbiome is located in the gut, where microbes help break down nutrients and support human metabolism. While microbiome compositions vary between individuals and change over time, they perform similar important functions for human health.
Treating Clostridium Difficile Infection With Faecal Microbiota TransplantationEdith Ngobi
Faecal microbiota transplantation (FMT) involves transplanting stool from a healthy donor into a patient with recurrent Clostridium difficile infection (CDI) in order to restore the normal gut flora. FMT has a cure rate over 90% for recurrent CDI and works by reintroducing bacteria that can suppress C. difficile growth and prevent toxin production. While it has significant advantages over antibiotic treatment, standardization of procedures and screening donors is needed before FMT can become a first-line treatment option.
The document discusses innovation process management (IPM) in healthcare. IPM uses tools and workflows to help healthcare institutions rationalize, coordinate, and focus innovative thinking and efforts. It enables ideas to thrive and technologies to come to market by examining how knowledge and ideas can be converted into improved products, processes, or services. The IPM solution addresses the end-to-end innovation management process through stages including strategize, capture, formulate, evaluate, define, and select. This helps healthcare organizations foster a culture of innovation and manage the process in an objective, strategic manner.
The importance of an innovation management system_Maie PeetriMaie Peetri
This document summarizes a dissertation on innovation management systems. It provides an overview of relevant literature and frameworks for innovation management. It then describes a case study conducted with nine Portuguese IT companies, five of which had certification under the Portuguese NP4457:2007 standard for research, development and innovation management. The case study aimed to identify advantages of implementing a certified innovation management system and impacts of certification. Results indicated that certified companies had more systematic information management and documentation of their innovation processes. Certification also seemed to positively influence company strategies and outcomes related to innovation.
This slide examines why a shift from occasional, ad-hoc and reactive innovation to a posture of relentless, enterprise-wide and methodical innovation is so important. A redacted slide set I used to drive discussion with a senior leadership team.
The document outlines Microsoft's Innovation Management Framework, which provides best practices and a technology roadmap for managing innovation. The framework addresses innovation challenges through processes like Envision, Engage, Evolve, Evaluate and Execute. It also discusses the importance of leadership, culture and formalizing innovation processes. Case studies and technologies are presented to illustrate how companies can improve innovation performance. The framework is intended to help companies develop comprehensive strategies for managing innovation.
This document summarizes key points from a lecture on research and development (R&D). It discusses best practices in innovation including understanding customer needs, culture of innovation, open innovation, funding R&D, execution, creativity, and intellectual property protection. It provides definitions of R&D, describes the different types of R&D activities from basic research to development. It also discusses integrating R&D with corporate strategy, classifying R&D activities across industries, and the importance of strategic R&D planning and developing a technology portfolio.
The business model innovation process: a temporal perspectiveNiamh O Riordan
This presentation reports on a proposal to view business model innovation as a process that was recently presented at the Australasian Conference on Information Systems
The document discusses management information systems (MIS) and business innovation. MIS involves using technology to help organizations and people work more effectively. Business innovation is the process of introducing new ideas, methods, products or services to create value for an organization. Common drivers of business innovation include artificial intelligence, which is transforming many industries. Successful business innovation involves an ongoing cycle of generating, testing, developing and delivering new ideas. There are various models and types of innovation, such as product or process innovations, and innovations can be either revolutionary or incremental. While innovation offers benefits like competitive advantages, it also carries risks such as high costs and potential failures.
The progressive mindset of businesses and start-ups has influenced Global In-House Centres (GIC) to explore more realities. The aim is to transform into a global capability centre to gain a more rigid position in terms of the impact of the ecosystem at a global level by experimenting new innovative models.
Oracle - How to take control of Product and Service Innovation guide.PDFFrancois Thierart
This document discusses best practices for structured product innovation management. It notes that while innovation is critical for growth, many companies struggle with ineffective processes that result in poor returns on innovation investments. It recommends that companies implement a connected, data-centric approach with digital tools to manage the entire innovation pipeline from idea generation through development and commercialization. This will allow companies to systematically capture and select the right ideas, build business cases, and create a balanced portfolio aligned with strategy. The document outlines five key steps top innovators take including managing ideas from diverse sources, developing requirements, managing concepts and resources, creating investment proposals, and optimizing the portfolio.
This document summarizes key concepts from Chapter 13 of Gareth R. Jones' book "Organizational Theory, Design, and Change". It discusses innovation, entrepreneurship, creativity, and how organizations can foster these. It defines innovation and technological change, and describes the technology and product life cycles. It also outlines approaches to managing innovation projects, such as using cross-functional teams, stage-gate processes, and information technology to encourage collaboration.
The document discusses challenges with new product development and how lean principles can help address them. It provides examples of product development failures from Samsung, Coca-Cola, and Titanic due to issues like poor planning, lack of risk assessment, and not considering safety. Tesla is shown as successfully applying lean with different models at various volumes and prices. Key lean concepts discussed include simultaneous engineering, chief engineers, and visual management boards (Oobeya). Goodyear Tire is highlighted as improving on-time delivery from 27% to 90% and cycle time from 100 to 30 days by applying lean through matrix organization and other methods.
Lean Innovation for Micro Enterprises Module 9 Is it worth implementing Le...BanbridgeDistrictEnt
The document discusses various methods for evaluating innovations using lean principles. It describes lean evaluation as providing valuable feedback without extensive data gathering and analysis. Some key evaluation methods discussed include innovation accounting, which tracks metrics like user engagement and assumption testing. Other methods covered are scored SWOT analysis, evaluation matrices, and the business model canvas. The document emphasizes using a mixture of input metrics, like money spent, and output metrics, like revenue from new products. It advises starting with a handful of relevant metrics and sticking with them over time to assess innovation trends. Pivoting versus persevering with an innovation is also addressed.
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).
Lean and Agile Manufacturing as productivity enhancement techniques - a compa...IOSR Journals
Lean and agile manufacturing are productivity enhancement techniques that aim to improve responsiveness to customers and reduce costs. Lean focuses on eliminating waste through continuous improvement processes, while agile emphasizes flexibility and nimbleness to respond quickly to changes. Both approaches seek to enhance value for customers. Key differences are that lean focuses more on efficiency and waste reduction within operations, while agile takes a more holistic view across the entire enterprise to thrive in uncertain environments through rapid adaptation.
Ifla president's mtg final digital technology and innovation.2016Stephen Abram
Digital technology is transforming library services by providing access for all through bridging the digital divide with computers, internet access, and digital literacy programs. Libraries now offer 24/7 access through online, mobile, and in-person services like WiFi, laptop lending, and optimized websites. Physical library spaces are being reimagined to support collaborative learning, innovation, making, and community meetups. Libraries are also bringing services into the community through pop-up learning labs and digital innovation programs for staff.
Benign mesenchymal non odotogenic tumers mo7ammed9ale7
This document summarizes several types of benign mesenchymal non-odontogenic tumors that can occur in the oral cavity, including fibroma, lipoma, hemangioma, lymphangioma, osteoma, and chondroma. It describes the definition, etiology, clinical presentation, histological features, treatment and other characteristics of each tumor type in 1-2 sentences per tumor.
El documento describe la importancia de educar a los niños con valores. Explica que los valores son principios que guían el comportamiento y nos ayudan a preferir ciertas acciones sobre otras. Los niños deben desarrollar valores para convertirse en mejores personas y ciudadanos que respetan a los demás y preservan los recursos de forma cooperativa y armoniosa.
The document discusses the human microbiome, which refers to the trillions of microorganisms that inhabit various parts of the human body. It notes that the microbiome contains over 100 trillion bacterial cells and has more genes than the human genome. The largest and most dense microbiome is located in the gut, where microbes help break down nutrients and support human metabolism. While microbiome compositions vary between individuals and change over time, they perform similar important functions for human health.
Treating Clostridium Difficile Infection With Faecal Microbiota TransplantationEdith Ngobi
Faecal microbiota transplantation (FMT) involves transplanting stool from a healthy donor into a patient with recurrent Clostridium difficile infection (CDI) in order to restore the normal gut flora. FMT has a cure rate over 90% for recurrent CDI and works by reintroducing bacteria that can suppress C. difficile growth and prevent toxin production. While it has significant advantages over antibiotic treatment, standardization of procedures and screening donors is needed before FMT can become a first-line treatment option.
This study examined the gut microbiota in a mouse model of autism spectrum disorder (ASD) and found abnormalities in gastrointestinal function and behavior. Treatment with the probiotic Bacteroides fragilis corrected gastrointestinal deficits, improved behavioral symptoms, and normalized metabolite levels. This suggests a connection between the gut microbiome and brain in neurodevelopmental disorders, and that probiotic therapy may help treat symptoms.
This document provides an overview of computer information technology and information processing systems. It discusses what data, information and data processing are. It describes the components of an information processing system including hardware, software and peopleware. It also summarizes the basic units of measurement, types of computers, computer hardware components, and basic computer software concepts.
This document discusses branding and brand valuation. It defines what brands are, their importance for differentiation and customer loyalty. Strong brands have high brand equity and positive brand image. The document also discusses types of brands like manufacturers' brands and private labels. It notes Coca-Cola as the most valuable brand according to Interbrand's valuation methodology, which discounts projected brand earnings based on risk factors to determine net present brand value.
The document provides an overview of Tony Hsieh and Zappos. It discusses Tony's background and how he became involved with and eventually became the CEO of Zappos. It then summarizes key details about Zappos, including its growth, focus on customer service, core values and culture. The document advocates focusing on developing a strong culture and purpose beyond just profits in order to build a sustainable brand that creates happiness for both customers and employees.
The document provides information about various eye, throat, and immune system problems, as well as musculoskeletal problems. For each system, specific disorders are enumerated and described. One problem from each system is then selected and a nursing care plan is provided using the nursing diagnosis, objectives of care, nursing interventions, and rationale format. The care plan example provided is for a patient with glaucoma involving the eyes, pharyngitis involving the throat, lupus erythematosus involving the immune system, and a herniated disk involving the musculoskeletal system.
The document discusses various topics related to personal and professional development including time management, communication skills, team building, sales, customer service, attitude and more. It provides training programs and workshops on these topics to help individuals and organizations improve performance and success.
Generally, we avoid Sun in order to avoid harsh radiations emitted by Sun. But a moderate amount of sun exposure can do wonders to your body. Know why it is important for you to get exposed to sunlight at regular intervals
El resumen describe un caso presentado ante la Comisión Interamericana de Derechos Humanos en el que el Estado de la República Cardenal fue encontrado responsable de violaciones a los derechos humanos. En 2000, 23 niños fueron secuestrados por el grupo armado MRLB, lo que llevó a un enfrentamiento con las fuerzas armadas donde murieron 4 niños. Años más tarde, dos miembros de MRLB fueron detenidos y torturados hasta la muerte. La Comisión determinó que el Estado violó los derechos a la vida, integridad
This patient is a 72-year-old male who presented with ventricular tachycardia. He has a history of ischemic heart disease, myocardial infarction, and coronary artery bypass grafting. Diagnostic tests showed ventricular tachycardia, metabolic acidosis, acute kidney injury, cardiogenic shock, NSTEMI, and aspiration pneumonia. He received treatment including shock, intubation, hemodialysis, and medications. Nursing care involved ongoing monitoring, managing medications and side effects, and patient/family education.
This document is a piece of work dated 2009 outlining an analysis of the strategic activity within a major international organisation, more specifically Google. It includes an analysis of the advantages and disadvantages associated with using chaos integration perspectives.
Week 6 - Assignment Rate Methods of HR and Technology Practices f.docxhelzerpatrina
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 ...
1) Innovation is the introduction of a new idea, product or process into the marketplace. It involves invention plus commercialization.
2) Organizations must innovate on a continuing basis to survive in a rapidly changing economy. The goals of innovation include improving quality, creating new markets, and reducing costs and environmental damage.
3) Sources of innovation include organizational structure, management tenure, slack resources, and interunit communications. Types of innovation include product/process, open/closed, incremental/radical, and modular/architectural innovations.
The document discusses different types of innovation including organizational, process, product, and marketing innovation. It provides examples for each type. Organizational innovation refers to changes in business practices or workplace organization. Process innovation improves production or delivery approaches. Product innovation introduces new or improved goods/services. Marketing innovation develops new strategies around product design, packaging, pricing, or promotion. Innovation is important for continuous improvement, reinforcing brands, responding to competition/trends, having a unique selling point, and using social media. Creativity involves generating imaginative and valuable new ideas through problem solving.
The document discusses contemporary concepts of innovation and organizational change. It describes innovation as the successful implementation of new ideas within an industry, while organizational change involves transitioning from the current state to a future state. Contemporary concepts refer to innovative technology, products, services, strategies, structures, and cultures. The document also discusses two frameworks for innovation - customer engagement, which uses customer insights to develop connections, and service innovations, which enhance offerings. For successful change and innovation, organizations need new ideas, an identified need for change, adoption of new ideas, and resources to implement changes. This allows organizations to adapt to new technologies and develop new products and services through strategic, structural, and cultural changes.
A minimum of 100 words each question and References (IF NEEDED)(Re.docxsleeperharwell
A minimum of 100 words each question and References (IF NEEDED)(Response #1 – 6) KEEP RESPONSE WITH ANSWER
Make sure the Responses includes the Following: (a) an understanding of the weekly content as supported by a scholarly resource, (b) the provision of a probing question. (c) stay on topic
1) Innovation plays a large part when it pertains to nations, leaders and individual employees, and companies. Many factors come into play such as research and development spending, manufacturing capability, and concentration of high-tech public companies (Jamrisko, 2019).
South Korea is currently ranked as the world’s most innovative country (Jamrisko, 2019). It is imperative for a country to be innovative to support their population. Being innovative as a country allows for better control and planning for its future (Nicholas, 2015). This is important when looking at future budget planning and educational improvements throughout their population (Jamrisko, 2019).
Being innovative can be considered a requirement to be successful when it pertains to being competitive amongst other companies and organizations. As our textbook states, General Motors has spent more on R&D than any other company in the world (Gibson & Skarzynski, 2008). Utilizing innovation as a tool in their company allowed them to be ranked as the world’s third largest automaker (Schmitt, 2017). Repetitiveness in the workplace has the potential of demotivating employees, therefore negatively effecting production. Having leaders that can stimulate their employees by providing innovative ideas can help in maintaining the employment of employees, and improving their productivity. Employees that apply innovation in the workplace allows them to stand out amongst their peers. Showing innovation and a will to improve their organization sets not only themselves, but also the organization up for success.
2) Innovation is the leading way to stay ahead in the modern world that is constantly in a fast pace forward movement. The following definition has been used by businessdictionary.com
The process of translating an idea or invention into a good or service that creates value or for which customers will pay.To be called an innovation, an idea must be replicable at an economical cost and must satisfy a specific need. Innovation involves deliberate application of information, imagination and initiative in deriving greater or different values from resources, and includes all processes by which new ideas are generated and converted into useful products. In business, innovation often results when ideas are applied by the company in order to further satisfy the needs and expectations of the customers. For an employee the use of innovation can bring a task into simpler form of completing the task, this can also be an open door for someone who has a skill set to see things in a new light and who has an innovated mind that could possibly change things i.
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.
World Innovation Forum Survey Full Details FinalDianne
The document discusses a survey on innovation conducted by Capgemini. Some key findings:
- Innovation leaders (over 75% success rate) significantly outperform the market financially over 5 years.
- Most companies continued innovating during the recession, with leaders using it as a transformation opportunity.
- Successful innovation is customer-focused, intentional, and creates value.
- Day-to-day business demands are the top barrier to breakthrough innovation.
- Innovation leaders engage employees at all levels and take advantage of external partners and customers more than others.
- Having executive commitment to innovation and aligning innovation with strategic vision correlates with success.
Managing innovation and new product development is important for long-term competitive advantage. There are two types of internal corporate venturing: autonomous strategic behavior and induced strategic behavior. Autonomous behavior is bottom-up innovation led by a product champion, while induced behavior is top-down innovation driven by corporate strategy. Product champions play a key role in developing innovations, getting products to market, and keeping products fresh. Corporate entrepreneurship encourages innovation within established companies. Technology management involves setting technology strategies, forecasting new technologies, creating technology roadmaps, and managing technology project portfolios.
1. Companies can grow from sole proprietorships to partnerships to larger private or public companies. Private companies have less access to capital than public companies, which can raise large amounts on the stock exchange.
2. Organizations typically change in response to their external environment or by developing competitive strengths internally. They may grow organically or through mergers and acquisitions. External factors driving change include social, legal, economic, political, and technological changes.
3. Factors affecting productivity include technical factors like technology and equipment, production factors, organizational factors, personnel factors, financial management, management skills, government regulations, and location. Productivity relies on optimizing all these factors.
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 ...
Do you need a new product development strategysamatong
Firms often rely on a single new product development process for all projects, but this approach is misguided as different business contexts require different processes. Products for stable, mature markets need a process optimized for control and efficiency, while breakthrough products for emerging markets require a more flexible process focused on discovery. Applying a uniform best practice process ignores these differences and can lead to missed opportunities or products that do not meet goals. The article describes a framework developed by Hewlett-Packard to match development processes to specific project aims and business contexts.
Innovation process management whitepaperNeeraj Thakur
The document outlines an Innovation Process Management (IPM) solution based on the Microsoft platform to help companies manage ideas from capture through selection. The IPM solution enables companies to widen their idea pipeline, formalize the innovation process, and optimize return on investment through six stages: strategize, capture, formulate, evaluate, define, and select. The solution is built on technologies like Office SharePoint Server, Office InfoPath, and Microsoft Enterprise Project Management to facilitate collaboration and management of the innovation process.
There is a key type of innovation for a web startup?Fabio Miceli
There is a key type of innovation for a web startup? An analysis through the most successful internet companies.
We always talk about innovation that can disrupt the market. But do we really need it? Are the most
important companies in the internet industry based on a disruptive innovation? Or should we rather
concentrate on just improve existing products on existing markets pursuing sustaining innovation?
After a brief introduction with a classification of different types of innovations, in order to answer
these questions this paper will analyze three of the most important companies in different areas of
internet. Such as Google for search, Facebook for social networking and Amazon for e-commerce,
hence we will try to understand whether there is a predominant type of innovation source of such a
huge success.
As a result we will discover that a start up must provide disruptive innovation to succeed. Moreover
there is an interlinked relevance among disruptive innovation and the innovation object, led by a
new product, a new process or a new business model.
1) Innovation transformation drives organizational growth by fostering creativity, agility, and continuous improvement. It plays an important role in digital transformation by identifying new opportunities and optimizing business operations.
2) Examples of innovation include disruptive products from Apple, LG, Amazon, Salesforce, and Zara. Innovation can enhance customer experience, drive business growth, and foster collaboration.
3) Digital innovation focuses on creating new products and services using digital technologies, while digital transformation reimagines an organization's use of digital technologies. Innovation is critical for digital transformation and helps address challenges like resistance to change.
The document discusses various aspects of service innovation including:
1) Service innovation involves developing new services or modifying existing services to create added value for customers through new technologies or competencies.
2) Companies must learn to tap into service innovation by addressing higher customer expectations, the rise of mobile internet, big data, and the internet of things.
3) Successful service innovation focuses on relieving what customers do not like, enabling what they cannot do without the service, and making it easier for customers to get what they need.
The document discusses design for quality and how to achieve it through various tools and processes. It explains that design translates customer requirements into a suitable form for production. Quality means meeting requirements and specifications. The most important aspect of design for quality is understanding customer requirements. Several tools are discussed for aiding the design process, including affinity diagrams, matrix diagrams, and quality function deployment. The overall goal of design for quality is to meet customer needs through all stages from research to production.
The document discusses factors for success and failure in innovation. It outlines an innovation growth model with 5 phases (adhoc, program, co-creation, eco-innovation, value chain innovation) and the challenges of moving between each phase. Key success factors discussed are people, management processes, tools, and opening innovation processes to external partners through co-creation.
How Innovation and Technology Will Fuel the Transition to Sustainable Enterpr...EricCuka
This report has been created to provide insight as to why businesses should adopt sustainability practices into their core business strategies. Innovation and technology have not only created increased pressure and transparency, they have also created enormous opportunity for businesses in today's high-demand economy. There are incredible examples covered in the included research which demonstrate how organizations have utilized eco-efficiencies to increase margins while simultaneously benefiting both core and fringe stakeholders. The key concept of this paper is to encourage companies to embrace sustainability into their corporate culture in order to fuel innovation and create competitive advantages. Technology can be leveraged in a wide array of possibilities to maximize operational efficiencies, increase margins, and impact society at the same time. The research conducted to support the main argument of this report includes readings from Saint Cloud State University's MBA 605 - Strategies for Sustainable Development class, as well as multiple external readings from credible internet sources.
Anyone who is employed in a technology field will find this report especially interesting; however, the content is relevant to multiple areas of business and business strategy. Whether you are passionate about sustainability or not, the research in this paper will apply to you if you are interested in maximizing operational efficiencies through innovation and technology. The key eco-efficiencies covered include: reduced material and waste expenses, reduced energy expenses, and reduced water expenses. As companies embrace technology, combined with a sustainable strategy, additional innovations will be constructed as these companies strive towards becoming sustainable. The bottom line is that technology and innovation will fuel the transition to sustainable enterprises. Is your company going to be left behind?
How Innovation and Technology Will Fuel the Transition to Sustainable Enterpr...
Wist_Nick_FinalEssay
1. Innovation & Adaptability
Nick Wist
B00684499
“I hereby certify that I am the author of this document and that any assistance I received in its
preparation is fully acknowledged and disclosed in the document. I have also cited all sources
from which I obtained data, ideas, or words that are copied directly or paraphrased in the
document. Sources are properly credited according to accepted standards for professional
publications. I also certify that this paper was prepared by me for this purpose.”
Component Value Score
Certification of authorship (deduction if not present) -.5
Describe the different challenges that managers face 10
Justify which management issue is the most challenging and why 60
Discuss ways in which managers can address this challenge 10
Cite at least ten sources that support your thinking 10
Presentation – Grammar, spelling, layout 10
Total 100
2. Innovation & Adaptability 2
Table of Contents
Introduction 3
Innovation 3
What is it? 3
Effects on Organizations 4
Benefits 4
Drawbacks 5
Kodak 6
History 6
Failure to Adapt 6
Bankruptcy 7
Tesla 8
History 8
Partnerships 8
Innovations 9
Synthesis 10
Conclusion 11
Works Cited 12
3. Innovation & Adaptability 3
Introduction
Managing innovation and adaptability has become critically important in the
business sphere as technology rapidly advances. The growth of technology continues to
accelerate, forcing managers to adapt to new situations which have not existed
previously (Garleanu 2012). In order to remain innovative and adaptable to the
demands of customers, a manager cannot become complacent. The theory of
innovation “is about creating economic and social prosperity, and leadership and
management are essential to the process as science and technology”( S. P. Robbins et
al. 2015). These two concepts can lead to the success or failure of a corporation
regardless of its size.
Thesis statement: A manager must be able to integrate and consistently provide
innovation for both internal and external environments. Innovation leads to the
advancement of not only technology but also society as a consequence. Without
innovation and adaptability, the market would become static causing customers to
become uninterested.
Innovation
What is it?
There are two types of innovation that are relevant to technology: product and
process innovation. The first is “the introduction of a good [or] service that is new or
significantly improved regarding its characteristics or intended uses” and may improve
upon facets such as design, technical specifications, and user friendliness. The second
is “utiliz[ing] new knowledge or technologies, or can be based on new uses or
combinations of existing technologies” which involves learning how to improve existing
technology as well as gathering ideas for the future (Gunday 2011). Innovation has two
required elements: exploration, and exploitation. Exploration is the process of inventing
the product, including research and development, experimentation, and flexibility. This
process must come first before the corporation is able to exploit its product or service.
Exploitation is the implementation and execution of the firm's product. As societies
become more educated, especially at the post secondary level “innovative knowledge is
first generated by academics, and then transferred to the marketplace in the form of a
new company”. Meaning that innovation occurs directly from learning the skills needed
to create a potentially successful venture. The three concepts of scope/specificity,
newness/cumulativeness, and tacitness contribute to innovation. The scope is the ability
to apply “the same core knowledge/technology in different applications”. Managers of all
levels must be aware of the scope of their product in order to remain adaptable to their
environments. Newness is how a product or service differs from the existing market.
Customers are constantly searching for a product or idea that has not been seen
before, forcing managers to adapt to their customers wants. Tacitness or “[t]he
knowledge underlying skillful performance” is hard for a manager to communicate,
however, it creates value for the customer (Clarysse 2011). These factors of innovation
create change in organizations, causing them to strive for constant advancement.
4. Innovation & Adaptability 4
Effects on Organizations
The newness of technology is a component of innovation which is a crucial factor
to the success of an organization. The size of technology could be confined to a sector
or globally widespread. Corporations that are “at the forefront of innovation can
guarantee long-term success as a high level of the newness of technology can allow a
company to fulfill a unique place in the technology and market needs of certain
customers” (Clarysse 2011), leading to future prosperity and growth of the business. An
example of “forefront innovation” is Apple which is widely regarded as a leader in
technology, and continues to be creative due to the merchandise that is produced from
its staff. Adaptability is “[o]rganizing to anticipate new problems, trends, and
opportunities” (S. P. Robbins et al. 2015) which are a prerequisite for innovation.
Managers need the ability to be adaptable because innovation involves “changing
technologies and severe global competition rapidly erod[ing] the value added of existing
products and services” (Gunday 2011) and having “[a] long development time will have
a negative influence on company growth”. For example Firm 1 plans on developing a
new hard drive; they take one year to do Research and Development (R&D) because
they want to ensure they create a valuable product. Firm 2 does R&D for six months
and releases their new product. Although Firm 2 spent less time on R&D, their product
was first to market enabling them to make a profit on their product causing corporate
growth. The ability to quickly develop a product or service is critical for an organization
to be relevant in its external environment. Managers of innovative corporations need to
find “market niches” where competitors might lack “core competencies” or are
“uninterested” (Clarysse 2011). Once they have created a product or service,the firm
needs to respond to its external influences to ensure that it remains a competitor in the
market. In terms of product and process innovation “developing formal implementation
processes [are] necessary to pursue incremental product or service innovations”, as
they become more practiced, they contribute to the innovation of the organization
allowing them to better satisfy customers. The technology industry is propelled by
customers whose needs are constantly evolving, driving continued technological growth
and forcing managers to adapt in order to gain a competitive advantage in their
environment. Logically making a product better improves the growth of the firm,
providing the opportunity for future innovations (Gunday 2011). The effects of innovation
on corporations are widespread. Innovation can greatly benefit a business by creating a
diverse existence in its environment.
Benefits
Increased growth is the primary benefit of innovation. In order to maintain this
growth “firms place more emphasis on management techniques and reach sustainable
levels of higher performance” leading to higher customer satisfaction in the long run.
Organizational change helps employees “cope with environmental challenges by
successfully integrating technical or administrative changes into their organizational
structure that improve the level of achievement of their goals”. Being satisfied with
internal environmental conditions enables staff to become more creative, leading to the
possibility of developing new products. Developing valuable products requires
managers to know their customers intimately; this relationship is enhanced by
5. Innovation & Adaptability 5
innovation as it provides “an increase in sales and market shares since it contributes
considerably to the satisfaction of existing customers and gaining new customers”.
Once a business has achieved a greater level of innovation, it becomes much easier to
for them to react and adapt to the needs of their external forces (Gunday 2011). Another
unique situation that arises from technological innovation is “co-opetition" which is a mix
between cooperation and competition. There are many different ways that firms could
go about conducting this idea, they might co-operate internally but compete when they
are in directly involved with mutual customers. This companionship leads to an
innovative drive which is beneficial to both organizations. The collaboration between two
firms gives both the opportunity to gain “timely access to knowledge and resources that
are otherwise unavailable” which gives managers the opportunity to implement team
building techniques between the two businesses. Technology is a rapidly expanding
field which can be difficult for a firm to be competitive in. Convergence enables
organizations “to share the risk and to access and combine a variety of sophisticated
technologies” creating a better overall product for consumers as knowledge from both
firms can be applied. R&D is expensive and often can drain a company’s resources.
When two entities collaborate together on one innovative product they are able to share
resources and make the process more efficient. In general, “leading firms aspire to lead
their industry and constantly pursue technological innovations to establish industry
standards and gain competitive advantages”. This drive benefits the consumer as they
are receiving a product from an organization that is striving to meet exact customer
demands. Co-opetition allows the firms to set the values of the industry because they
influence the direction it takes. The relationship between the organizations must be
equal so that one party does not have more control over the market than the other
(Gnyawali 2011). While there are many benefits of innovation that allow firms to
contribute to the overall health of the market, there are drawbacks.
Drawbacks
A large drawback to innovation is the difficulty empirically tracking its progress.
Most innovation is conceptual and then refined so that it can be developed into a
product. The most accurate way to measure innovation is through the growth of the
organization that is creating it. However measuring growth is not actually measuring
innovation, rather it is one of the ways that innovation is perceived. Many studies have
attempted to quantify technological change on a “macro” scale which creates a broad
conclusion. There are many different markets that technology encompasses, and the
speed at which it progresses means that in order to gain an accurate depiction it must
be examined on a smaller scale (Lee 2011). The size of an organization can often
decrease creativity which decreases the innovation that a firm can produce. Large
corporations focus on “efficiency and cost reduction and the minimization of change and
uncertainty” which are structures that are not conducive to innovation. When a
corporation is primarily concerned with being profitable by volume of product, innovation
is less likely to be achieved as efficiency overrides it (Beaver 2004). Failure to innovate
leads to disaster in any corporation. A famous example of a firm that went bankrupt due
to this problem is Kodak.
6. Innovation & Adaptability 6
Kodak
History
Kodak was founded in 1884 by George Eastman. He created the ability to store
camera film in a roll which was a revolutionary innovation. In 1900, Kodak created the
first consumer camera called the Brownie. The device was sold for one dollar and a roll
of film could be bought for 15 cents, making it easily accessible to their market (Elliot
2012). Kodak became a public corporation in 1930 when it was launched in New York
on the Dow Jones Industrial Average Index. In 1935, Kodak invented Kodachrome
which was the first colour film available to consumers, which came in diverse sizes
allowing widespread usage (Anthony 2011). After successfully building the first digital
camera, Kodak had a “90 percent market share of photographic film” in 1976. Until the
year, 2005 Kodak was the largest seller of digital cameras in the United States, after this
time the corporations market share declined more than 80 percent (Sparks 2012).
Failure to Adapt
Kodak was once a highly innovative company, however, they failed to adapt to
their changing market and developing creative innovations, causing the business to file
for bankruptcy. Disruptive innovations are a key factor in the adaptability of a firm, they
are “new products based on new technologies and which provide different attributes or
product characteristics than what the company’s mainstream or established customer
segments … while at the same time bringing new performance attributes to the market.”
They are something that a manager in any organization must be aware of, as ignoring
them can initiate the economic downturn of a firm. When managers create a product
that is a disruptive innovation they “do not initially address the needs of the… best
customers or new customer value and often promise lower profit margin” (Gebremeskel
2012) which decreases consumers want for the company’s product, directly affecting
profit. A difficult component of innovation for managers is being “contented, yet
unconcerned, and uneager to improve or change”(Business Dictionary n.d.) more
commonly known as complacency. This situation occurs when employees lose
motivation and creativity, constructing an internal environment that is unable to compete
with external competitors. For managers of all levels complacency is difficult because it
involves ensuring that employees remain motivated over long periods of time.
Employees display greater creativity if they are motivated, therefore they are a critical
factor that can also cause complacency. This perception and “inability to commercialize
products based on new technologies in a profitable way” can “render the established
technological capabilities of firms obsolete” (Gebremeskel 2012) resulting in the inability
to create profit causing an initial decline in market share. In order to combat these
effects managers must use the calm waters method, consisting of three states:
unfreezing, changing, and refreezing. Unfreezing requires finding areas that need to
change, then ensuring that the innovative culture strives. The second step, change, can
then be introduced, this is the actual structure or idea that needs to be implemented by
management. This alteration of the organization is not guaranteed to take hold and
needs to undergo the third process in the method. Refreezing is ensuring that the
change takes hold and that employees adapt to the new practices of the corporation.
7. Innovation & Adaptability 7
Between these years Fuji gained a 17.37% market share; a study found that market
share had “a positive and significant impact on the trade balance…especially [in] high
technology sectors” (Laursen 2002) which display that even this relatively small
decrease in market share had a major effect on Kodak as a profitable corporation. In
response to this decrease in market share, the organization laid off thousands of
employees. In 1983 and 1993 they attempted to diversify by investing in digital imaging
and data storage products. The CEO during this period, Colby Chandler recognized that
the organization needed to “access new technology through cooperative arrangements
with other major companies” rather than the firm's traditional practice of “do[ing]
everything itself”. With film becoming obsolete and Kodaks market share rapidly falling,
CEO and Chairman George Fisher was hired in 1993 to focus specifically on
transitioning the corporation from film to digital, and was in control of this strategy until
2003. Kodak chose an “incremental and hybrid strategy” which under control of Fisher
benefited the corporation. Kodak was able to produce the first megapixel electronic
image system making digital cameras widely available in 1994, which created a market
for accessory products that were needed in order to further develop the product into the
state that it is today. In 2002, analog and film still accounted for 64% of the global sales,
and to help consumers make the transition Kodak decided that the organization’s
“approach to digital photography is about providing customers simplicity in taking and
doing anything else with pictures” (Gebremeskel 2012). Kodak created a number of
products which made picture processing and transferring (from film to digital) simple
and accessible to consumers. George Fisher made acquisitions and partnerships with
many key competitors in the industry in an attempt to regain the firm's former power. He
appeared to succeed for some time until Kodak changed the corporate strategy in 2004
(Gebremeskel 2012).
Bankruptcy
Kodak adopted a “complete digital transformation strategy” in 2004 when they
realized that the film market was declining by 25% a year. This plan required: a number
Figure 1: Film Market Shares
(Gebremeskel 2012)
8. Innovation & Adaptability 8
of portfolio and operational changes; more acquisitions and integration with other
organizations, and exiting some major existing businesses. Kodak stopped making film
cameras in the Americas and Europe in 2004 stating that “the move marks a milestone
in the history of Kodak… it reflects a recent surge in demand for filminess digital
cameras, which now outsell traditional models” (Gebremeskel 2012). The corporation
found that it was isolated as it had always adopted the attitude of developing its own
technology, building its own products, and supplying them. In 2006 Kodak made may
poor strategic decisions; due to competition and falling prices digital cameras were
advancing rapidly. Innovation expanded even further and the decline of digital cameras
would fall even more as firms began to integrate cameras into mobile devices. Kodak
announced that they would stop selling digital cameras in this year, focusing on photo
printers instead and one year later would be the last time that the corporation was
profitable. In 2008, Kodak held a 1% market share of inkjet printers, which was
supposed to be the organization's main focus. In 2011, the corporation’s stock price fell
to $1.77 and Kodak began to sell patents and non-core assets in an attempt to gain
capital. Finally in 2012, the firm filed chapter 11, ending a 128-year history
(Gebremeskel 2012). The failure of a historic corporation demonstrates that the inability
to adapt and create innovative products can and will destroy the founding technological
firm.
Tesla
History
Tesla motors was incorporated in 2003 and aimed to make fully electric sports
cars. It was founded by Elon Musk, Mark Tarpenning, and Martin Eberhard. Musk was
founder of PayPal previously while the rest of the founders were Silicon Valley
Engineers (Karamitsios 2013). Musk provided capital for the corporation in first round
financing contributing $7.5 million in 2004 and $13 million in the second round, one year
later. In 2005, Tesla signed a contract with Lotus who would build complete vehicles for
them without the traditional powertrain. Their first model was revealed in 2006 and was
called the Tesla Roadster, officially making Tesla a car company. The third round of
financing in 2007 called Series C raised an additional $40 million for the organization,
one year later Elon Musk became CEO as he had personally invested $70 million into
the firm. In 2010, Tesla Motors went public and was the first automotive company to
achieve this status since Ford in 1956 (Kumparak 2015).
Partnerships
Tesla was able to create the first electric car that consumers were interested in by
changing the view that electric vehicles were slow and provided a keystone for this type
of vehicle. With the introduction of the model S, a family oriented sedan, Tesla is
currently providing quality to its market because the firm is able to provide the only
electric vehicle that has a long driving range, sporty, and appealing in design. Tesla is
9. Innovation & Adaptability 9
diverse and has partnerships with companies such as Panasonic, Daimler, and Toyota
who contribute different aspects of the corporation. Panasonic and Tesla collaborate on
R&D (Research and Development) of Lithium Ion batteries, which power the Model S.
Panasonic manufactures the batteries specifically for Tesla, creating an innovative
partnership and developing Lithium Ion battery technology. Elon Musk said:
“Incorporating Panasonic’s next-generation cells into Model S batteries will ensure
unrivalled range and performance. We are very grateful for our great partnership with
Panasonic”. An executive at Panasonic, Mr. Ito responded that “it is our pleasure to start
supplying cells for Tesla’s Model S and promote sustainable mobility” displaying the
mutually beneficial relationship that Tesla has with its suppliers. Tesla’s collaboration
with Toyota is also extremely beneficial to both firms. Toyota invested $50 million in
2010 so that the organization could help Toyota create an electric version of their
popular small SUV the RAV-4. The benefit to Tesla comes from Toyota providing
engineering and production experience and applying this knowledge to the Model S.
Tesla was also able to purchase its first manufacturing facility in 2010 after a joint
venture between Toyota and GM ended (Karamitsios 2013). This partnership diversifies
and creates new products in already existing markets, providing opportunity for
widespread growth. The partnerships that Tesla has developed can be considered
inputs in the system’s view of innovation and adaptability, and provides them with easy
access to resources from corporations that have high reputations in their respective
markets. Although the managers at Tesla have made many strategic decisions which
have allowed this innovation to take place, sustaining this expansion is the most
complicated part for managers because they must be acutely aware of the people they
hire, and the partnerships they create. Most people are largely resistant to change
which is a major barrier to innovation, therefore choosing employees who can accept
change is crucial to Tesla’s expansion. It can also be difficult for managers to identify the
strategies that are necessary in order to drive innovation in their corporation. Tesla
demonstrates the ability to make this kind of decision as they have technological
collaborative networks and R&D alliances (Karamitsios 2013).
Innovations
By 2020, an analysis reports that BEVs (Battery Electric Vehicle) could have a
total of 53% of the electric vehicle market share. It is important to note that there are
other types of electric vehicles, but solely electric plug-in models are the positive trend
(Mangram 2012). Tesla is able to dominate this area of the market because, although
the price point of their vehicles is higher, they are able to intrigue people with the
capability and design features. The current price for a model S ranges from $70,000 to
over $100,000, however, a quarter of this expense is due to the large Lithium Ion
batteries. While this price does not make the vehicle widely available, the firm has
recognized this and will adapt by creating more affordable vehicles ranging from
$30,000 to $35,000 once progress on battery technology has occurred. The corporation
also plans to keep the current range of the Model S (265 miles) the same in the new
economical versions. Managers at Tesla have created innovative solutions for many
obstacles that they face as they are one of the first firms to market. Although there are
other manufacturers that make BEVs, Tesla has earned prestige over them. Tesla’s
primary innovation is their battery technology, which powers the entire vehicle and has
10. Innovation & Adaptability 10
nearly triple the range of its competitors. This is achieved by using large quantities of
small cylindrical cells, saving on manufacturing costs as well as creating extremely
dense energy cells. The density and size of these cells mean that they are safer in
collisions, and satisfy all safety standards in the US. There are also plans to create a
nationwide charging network, which would be able to provide nearly a full charge in 30
minutes. Competitor’s vehicles currently require several hours to charge (Bullis 2013).
This innovation appeals to Tesla customers as it not only saves them time but makes
charging stations easily accessible. One of Tesla’s major innovations is the ability to
convert any outlet into one of its charging ports. This means that if you have a port at
home and one at work that your commute to work would become much more efficient
as stopping at a gas station is not necessary. However, due to the fact that the vehicle is
electric should there be a power outage you would not be able to charge it. While there
are some drawbacks, there are many more innovations that display Tesla’s monopoly.
For example in the original Roadster the battery took up the rear third of the car, in their
new Model S the batteries are flat and integrated into the frame of the car. This method
displays the advances that Tesla is able to make in short periods of time (Bullis 2013).
Another innovation that Tesla created is called the Powerwall which is an electric
storage unit for residences. There are two versions one which is capable of 7kWh and
the other 10kWh so in Ontario the Ministry of Energy estimates that a family of four
would use 27kWh per day. Although this is above the capabilities of the system, it is not
designed to run all day. Solar panels are placed on the roof which collect energy where
it is transformed into electricity and stored in the Powerwall. Peak hours for energy
corporations are in the morning and at night, this invention circumvents traditional peak
hours as the house would use its own power in the darkness, costing the consumer
less. The battery could also be used for a limited time period in the case of a power
outage to run necessary devices (CBC 2015). Tesla has many new innovations and will
continue to diversify into new areas. However, the firm is still very young and there is
not enough information to make an accurate prediction of their future. Should they
continue to innovate in the way that they have been technological advancement of
vehicles will expand globally.
Synthesis
Both Kodak and Tesla are innovative corporations, so what caused one to fail
and the other to be the unquestioned leader in its field? The choices that managers
have made throughout both companie’s histories affect the outcomes in performance of
each firm respectively. Kodak and Tesla are similar in that they both created a single,
significant, large-scale innovation that revolutionized a market. Kodak was the first to
invent the consumer camera as well as supplied film. Tesla was able to create a fully
electric vehicle that is fast and capable of much longer ranges than any of its
competitors giving them a competitive advantage. The external and internal
environments were right in these corporations in order for their managers to be
influential and create a team of people that built products which captivated their
markets. Kodak’s ultimate failure came from the firm’s historical attitude of “doing
everything itself," managers at the corporation did not facilitate the continual change
that was necessary to develop critical partnerships and R&D collaborations to make the
11. Innovation & Adaptability 11
firm diverse. The White Rapids Metaphor states that managers are “facing uncertain
and dynamic environments” and must compete in a “world that’s increasingly dominated
by information, ideas, and knowledge”(S. P. Robbins et al. 2015). This metaphor can be
used to show the reason for Kodak’s eventual decline. When the corporation was
founded in 1884 the world in terms of industry was a completely different place, it had
much less competition, and many devices were still undiscovered. Once a corporation
which has been successful for a large period of time encounters the fast paced
environment of current technology, it will be unable to adapt to this new way of thinking.
The structure of the business had been the same for so long that attempting to change
it would be impossible. Inability to adapt in order to remain innovative was Kodak’s
defeat when it went bankrupt in 2012. However, Tesla exemplifies an organization that
is able to handle the pressure of the White Water Rapids Metaphor. Elon Musk, a top
level manager at Tesla is a particularly perceptive entrepreneur and is able to predict
and make strategic moves that provide his corporation with the partnerships and
diversification needed in order to remain highly innovative. Their battery technology
enables the firm to create a product which provides competitive advantage and the
possibility for diversification. The organization has already created another product
based on their technology, which is a large power reservoir. It will not only have
residential uses but also industrial uses and could be used to power large buildings. The
corporation is only 12 years old and has revolutionized the Electric Vehicle market. With
other competitors unable to create a product capable of rivalling Teslas cars, the
monopoly will continue to grow making it difficult for new firms to enter the market.
While both corporations have their strengths it is the environment at Tesla that enables
them to be highly innovative and continue to do so. If Kodak was able to adapt and
create valuable partnerships its managers may have been successful in saving the
corporation. Specifically choosing to exit the digital camera market to enter an already
flooded market was a decision that caused irreversible damage to the business. Both of
these firms display the effects that innovation can have on the technology industry and
the need for managers to be highly perceptive.
Conclusion
Innovation and adaptability are crucial to the maintenance and growth of
organizations globally. Managers face an environment which is dynamic and changing
at an exponential rate. In order to ensure that their organization does not fail, they must
be able to consistently handle the pressure of their career, especially in the technology
industry. Becoming complacent and inflexible destroys a corporation, as seen with
Kodak. A corporation which has been created and bred for innovation, such as Tesla,
has a far better chance of continually being successful as they can create products that
are tailored to consumer needs. Innovation will continue to expand rapidly as human
beings rely more on technology. Managers will need to be able to move at the same
pace as the industry in order to be successful and inspire the organization as a whole to
drive their product to its peak performance. Therefore, managers must be highly
perceptive in order to adapt and create innovation in emerging technology in order to
engage customers and facilitate change.
12. Innovation & Adaptability 12
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