Saimas Article

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Saimas Article

  1. 1. 17th Annual THE Conference ROLE OF INNOVATION AND CREATIVITY IN PROCESS BUSINESS MANAGEMENT BY VDS BRINK ABSTRACT: Society faces many challenges that can only be solved by renewing our way of thinking. Creativity and innovation are more important than ever before. The application thereof on business process management is essential to create better organizations. This can only happen if leadership in organizations understands and fosters it. Innovation needs to be managed as any other process and with logical focused steps individuals and groups can think beyond the obvious and create great value. IN THIS ARTICLE Introduction INTRODUCTION 1 CURRENT STATE OF AFFAIRS 1 Never before in history has society been CONTEXT OF INNOVATION AND BPM 2 confronted with the amount of change we face today. ORGANIZATIONAL CONTEXT 2 Organizations and individuals are met with a simple CREATIVITY AND INNOVATION IN PRACTICE 2 MANAGEMENT AND LEADERSHIP 3 choice: create the future in a creative manner or be IN SUMMARY 4 mere passengers towards it. This choice will largely determine success or failure in the future. everything we do, focus on improving on all levels, This article explains some of these changes in the be different and unique, study global practice, context of Business Process Management (BPM) and sharpen our radar systems to pick up on great gives some practical guidelines to apply creativity opportunities, never give up on innovation and do it and innovation in everyday life towards a better in an ethical way with empathy for those that are future. lagging behind (Sunter, 2001). The world of the next decade will differ immensely Current outlook from the one we used to know. The baby boomers, currently representing a large percentage of the South Africa today is reaping the results of a population, will move into retirement, and a new decade of solid democracy and financial generation, now 15-25 years old will bring a new management. The growth rate attained exceeded all dimension, skills offering and a vastly different expectations. A strong middle class has developed, market. laying a sound foundation for the future. The shadows of several revolutions - the However education, law enforcement and general information revolution, the coming of the new South wellness are lacking in many respects. This is due to Africa, and the rise of Conscious Capitalism - will many root causes, including the growing divide pose greater challenges to individuals and between rich and poor, and the inability of local organizations (Aberline, 2007). governments to provide basic services. In this new world, long-term planning rituals do not To be competitive on a world class level is within work anymore, as strategy will become a living our reach, but this will require leadership of a thing. Quantum leaps become more important than different kind. We need to have a passion for incremental steps. We will need to destruct 1
  2. 2. frequently, see all positions as temporary and do technological breakthroughs, but poses challenges in everything as a project. We have to cut the the way that it requires people to fundamentally sideshows and create awe-inspiring value with an change the way they work. experience. A key tactic will be to cross communication In this new world we are entering the real winners boundaries with high touch and more female will be those that work together, put things together, thinking, as we all work in cross-functional teams. and show others how to; those who do it differently, We must fire turf kings and move frequently – a bit apply it differently, and do it locally in an empathetic like musical chairs (Peters, 2003). Innovation types The year 2011 poses exceptional challenges and opportunities. Newspapers do not write about it due to the obsession with 2010, but understanding BPM??? Market certainty the aftermath of 2010 may bring greatness to those high that consider it carefully. “It is time that we move from judgemental thinking to thinking concerned with value creation….. We can analize the past, or we can design the low High future…that is the difference between suffering Low Difficulty the future or enjoying it!” de Bono (2002). and environmentally conscious manner (Friedman, 2006). More than ever before, winning will be about Context of Innovation and BPM doing things differently. Following current ways of thinking and acting will Organizational context not bring wealth, prosperity and a better world (Venter, 2004, personal communication). We need to get over the idea of sharply defined units and move to a point where managers are representing Strategic Conventional Value focus thinking innovation markets, products and processes rather than having Industry Its given Shape it total control over it (Hammer, 2002). Yet assumptions management often fights for its “God-given” Strategic focus Beat Make them competition irrelevant territory (Moss-Kantor, 2003). Customers Retain & Focus on There are exponentially more data and information expand value than a few years ago. Most of these are available to Assets Use existing Renew everybody, but creating knowledge from it is more difficult. Real insight and finally wisdom are only Products In traditional Solutions boundaries beyond attained at great effort and with exceptional sharing boundaries of it in a climate of trust. This process is indispensable in attaining a competitive edge. We should see a process as something that converts In leading this process, managers need to move inputs to outputs and BPM as a structured way to from doing the right things to doing things right, analyze and continually improve fundamental from doing right things better to doing away with activities such as manufacturing, marketing, things, from doing what others do, to doing what communication, and administering. Applying they do not do, and doing the impossible. innovation on BPM processes does not require major 2
  3. 3. Creativity and Innovation in practice Step 1: To practice creativity managers need to lead the process to continuously create many ideas and steer Relax, play, talk. Never just start the process. Great it towards practical implementation. Creativity ideas will not happen in stressful situation happens when we: • Are set to break sets, destruct if necessary Step 2: • Explore givens, use good things of the past Explore all aspects of the challenges. Avoid open • See a broad picture with local detail discussion and brainstorming. Use anonymous • Value play, become children again techniques. The focus is on quantity not quality. • Build up, and not knock down Listen to a story, note daydreams or use the brain- • Live with looseness writing technique. • Involve others (never do it alone) Step 3: • Connect and are receptive • Know what we want, have a focus and a Reduce ideas to the vital few things that must be vision done. Divide these ideas into groups, discuss the • Cycle often,close late grouped items and label with a new name. • Manage the process (Open University B822, 2007) Step 4: Creativity amongst people will only happen if they Discuss and gather more information. At this point trust each other and the process starts with bonding, make presentations on the topic. then sharing, followed by new insight. Step 5: The innovation process consists of generating many ideas, filtering it to the vital few and combining it to Break, incubate, sleep over it. steer towards a product or process of value. Step 6: Before this step use metaphors like items from nature or art to stimulate right brain thinking. the innovation chain Create many ideas on how to solve the challenge. a new way of work Use playful techniques, use art, stories, play, and paint. Have fun! Market? Many, many manage new Filter Resources? ideas projects Step 7: Intellectual property Reduce ideas to the vital few and group into clusters. Creativity creates more knowledge; Label clusters of ideas and name the clusters as innovation creates wealth resultant action steps. Step 8: An 11-step process to work alone, in meetings or in groups is recommended (Open University B822, Screen further with only the vital few remaining. 2007). 3
  4. 4. Creatix Design for the layout of this article and the design of the PowerPoint presentation Step 9: Tertia Agenbag for additional research. Prioritize. Do the easy steps with the highest impact. ________________________________________ Step 10: Create an action plan with action step, date for completion and responsible person. Step 11: Execute and follow up. Management and Leadership Managing creativity means that the managers need to equip themselves to read the environment, be proactive and visionary, have excellent people skills and remote management skills, use IT to transform, manage complexity and be competent to manage changing contexts. Leading a process like this can be compared to certain techniques followed by a Jazz band: • Know where the soloist is • The soloist listens and builds on group • Know the rules and when to break it • Experiment in the band by changing structure • Overblow your clarinet / sax sometimes • Expect smashes, recover and move on • Do not repeat the same solo, improvise on the known In summary Creativity and resultant innovation is a choice. It is a choice each person and each organization can make. It is a difficult journey that will often challenge our existing ways of doing. . However, the outcomes of this process hold such great promise that we have no choice but to embark on this journey. Acknowledgments Southern Africa Institute of Management Services for their trust and support Marianne Theunissen for creative writing. 4
  5. 5. References and Additional Reading Branson, R. (2006) Screw it let’s do it, Virgin Books. Pyke, J. (2006) The value of Business Process Management, Brown, J.S., Denning, S. and Groh, K. (2005) Storytelling in Management Services, 2006, 3. Organizations, Elsevier-Butterworth. Snyman, J. and Brink, VDS (2007) The Art of Facilitation, Bogen, N. (1994) How to write Poetry, Macmillan. Technoscene, unpubl. Carolselli, M. (1998) Great session Openers, McGraw Hill. Sunter C, (2001) What it takes to be World Class, Human & Rousseau. Carter, J., (2001) The Comedy Bible, Fireside. Tushmann, M.L., (1997) Winning through Innovation, HBS De Bono, E. (1967) The 5-Day Course in Thinking, Penguin. Press. De Bono, E. (1970) Lateral Thinking, Penguin. Vise, D. (2005) The Google Story, Pan. De Bono, E. (1999) New thinking for the new Millenium, Zairi, M. (1997) Business process Management: a Penguin. Boundaryless approach to modern competitiveness, Business De , E. (1985) Tactics: The art and science of Success, Process Management Journal, 3, 1. Fontana. Zdenek, M. (1983) The right brain Experience, Corgi. Denning, S. (2005) The Leader’s Guide to Storytelling, Jossey Bass. Gladwell, M. (2000) The Tipping Point, Abacus. Gladwell, M (2005) Blink, Little Brown. Greene, R. (2001) The Art of Seduction, Viking. Grove, S (1994) The Dance of the Brain, Human and Rousseau. Gulledge, T.R. and Sommer, R.A. ( 2003) Business Process Management: public sector implications, Business Process Management Journal , 8, 4. Friedman, T.L. (2006) The World is Flat, Penguin. Hedge, A.J. (2005) Business process Management: Management tools, Edoc Magazine, 2005, July. Hung, R. Y. (2006) Business Process Management as Competitive Advantage: a Review and Empirical Study, Total Quality Management, 17, 1. Justice, T. and Jamieson, D. (1999) The Facilitators Fieldbook, Amacom. Kriek, D. and Viljoen, G. (2003) Teambuidling, Mindmuzic. Kung, P. And Claus, H. (2007) The fruits of Business Process Management, Business Process Management Journal, 13, 4. Lee, R.G. and Dale, B.G. (1998) Business Process Management: a review and evaluation, Business Process Management Journal, 4, 3. McLeod, F and Thompson, R (2002) Non-stop creativity and Innovation, McGraw Hill. Naisbitt, J. (2006) Mindset, Collins. Parkin, M. (2004) Tales for Change-use storytelling to change Organizations, Kogan Page. Pennington, D.C. (2002) The Social Psychology of behavior in small Groups, Psychology Press. Peters, T. (2003) Re-imagine!, DK. 5

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