Thoughts and Notes From Innovations in Organisations class
Creative ideas feed the innovation process.
Creativity is original, features surprise and adds value. There is an AHA! Moment.
Innovation is the tangible product, process or procedure.
Google with “.pdf” as part of the search term to get better results.
Your operational concept is the place you are coming from.
Incremental Innovation is low-risk, low reward.
Radical Innovation is high-risk, high reward. It involves disruptive technologies, can be expensive and requires long-term investment.
SCAMPER:
Innovation is the implementation of the idea.
In an idea management system, the front end accepts the ideas, and the back end processes the idea. (Much like the front end accepts a kannoli and the back end process the kannoli. However, the hope is that unlike human biological processes, the product is something useful.)
IMS history includes:
Amabile holds that cash is less valuable as a motivator and reward than recognition or other things.
Creativity training should happen continuously at companies that want it to be part of the culture because turnover and staleness can undo creative inroads.
Consider All Factors – CAF
First Important Prioirities – FIP
“Open innovation involves bringing in external ideas.”
Organisational cultures need to be transmitted. (Disney Traditions is a transition device.)
Cameron and Quinn (1999) Types of organizational cultures:
Innovation champions carry ideas forward.
Idea Scouts scan the web and other media for ideas.
Idea connectors are good people persons and good networkers.
Quality circles meet to solve problems and improve quality.
According to Belbin – Types of teams:
Teams go through these stages:
Creativity is original, features surprise and adds value. There is an AHA! Moment.
Innovation is the tangible product, process or procedure.
Google with “.pdf” as part of the search term to get better results.
Your operational concept is the place you are coming from.
Incremental Innovation is low-risk, low reward.
Radical Innovation is high-risk, high reward. It involves disruptive technologies, can be expensive and requires long-term investment.
SCAMPER:
- Substitute
- Combine
- Adapt
- Magnify
- Put to other uses
- Eliminate
- Rearrange
Innovation is the implementation of the idea.
In an idea management system, the front end accepts the ideas, and the back end processes the idea. (Much like the front end accepts a kannoli and the back end process the kannoli. However, the hope is that unlike human biological processes, the product is something useful.)
- Idea generation
- Idea capture
- Collaboration
- Evaluation, assessment and feed back
- Implementation
IMS history includes:
- Suggestion boxes
- Databases
- Intranet
- Idea campaigns
Amabile holds that cash is less valuable as a motivator and reward than recognition or other things.
Creativity training should happen continuously at companies that want it to be part of the culture because turnover and staleness can undo creative inroads.
Consider All Factors – CAF
First Important Prioirities – FIP
“Open innovation involves bringing in external ideas.”
Organisational cultures need to be transmitted. (Disney Traditions is a transition device.)
Cameron and Quinn (1999) Types of organizational cultures:
- Hierarchy
- Clan
- Adhocracy
- Market
Innovation champions carry ideas forward.
Idea Scouts scan the web and other media for ideas.
Idea connectors are good people persons and good networkers.
Quality circles meet to solve problems and improve quality.
According to Belbin – Types of teams:
- Action-oriented
- People-oriented
- Thought-oriented
Teams go through these stages:
- Forming
- Storming
- Norming
- Performing
- Mourning