Innovation is a new concept
followed by many leading organizations where they insists and encourage their
employees to innovate thereby allowing
them to adopt new processes and procedures, which the management believes will
boost organizational effectiveness , Amstrong (2014).
The business requirement and
the difficulties that need to be resolved should be identified through analysis
and diagnosis processes utilizing an evidence-based management approach to
create the case for innovation, thus benchmarking can be used to find the
organizations best practices. However,
"best fit" is more crucial than "best practice," meaning
the innovation should address the unique demands of the company, which are
probably different from those of other. In
simple terms, it must be able to be proven that the Innovation is relevant,
advantageous and doable within the given conditions, Syrett (2006).
According to Criswell & Martin, 2008, “Innovation is
one of the top 10 trends affecting business and leadership.”
Figure 1; Explains 5 key methods to foster organizational innovation
Source : The Center for Creative Leadership
A brief on the key elements explained in Figure 1.
1. Leaders
:
Identifying the leaders in an organization. This is where the HR system comes
into play. They analyze who is good at what and delegate tasks accordingly.
2. Culture : Educating the employees on the
culture of the organization and making them aware that the organization is open
for innovation and foster them as and when necessary.
3. Innovation Strategy : This
is a main area which the organization has to be focused on otherwise the
limited resources available can be misused. According to Marchington (1995),
there is a risk that HR professionals will pursue "impression
management," in which they would try to influence senior managers and
peers by highlighting high-profile innovations.
4. Budget : Since
organizations are more concerned about utilizing the limited resources to have
a better output sticking to budgets is very important.
5. Direction
:
This is where the management overlooks on the innovator and guide as and when
necessary to avoid unnecessary expenses.
Caldwell (2004) says, ‘ My credibility
depends on running an extremely efficient and cost-effective administrative
machine, If I don’t get that right, and consistently, then you can forget about
any big ideas.’
References :
Armstrong, M. (2014). Armstrongs
handbook of human resource management practice
Caldwell, R
(2004) Rhetoric, facts and self-fulfilling prophesies: exploring practitioners’
perceptions of progress in implementing HRM, Industrial Relations Journal, 35
(3), pp 196–215
Criswell, C.,
& Martin, A. (2008). 10 Trends: A study of senior executives’ views of the
future. (White Paper), Greensboro, NC: CCL Press.
Johansen, B.
(2012). Leaders make the future: Ten new leadership skills for an uncertain
world. San Francisco, CA: Berrett-Koehler Publishers.
Marchington, M
(1995) Fairy tales and magic wands: new employment practices in perspective,
Employee Relations, Spring, pp 51–66
A great blog article Zameera, I would like to add that, in this competitive third era of globalization, organizations need to be innovative to sustain competitive business advantages. Bolwijn and Kumpe (1990), suggested that organizations that do not innovate run a large risk to become obsolete and to demise in the end (Bolwijn and Kumpe,1990). Therefore, organizations need to ensure the utilization of the “valuable assets, human capital” to a great extent by providing effective training and development programmes to achieve innovative and continuous improvement culture.
ReplyDeleteThanks for your input Afzal. Since talent is very scares many organizations focus on training and development, as they want to maximize the output with the limited resources they have (Wood 1996).
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