Change Implementation Techniques for Forming Transitional Team, Creating Alignment, Maximizing Connectedness and Creativity

Technique 6.2 Eight Characteristics of Highly Innovative Organisations

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As highly innovative organisations are distinguished from less innovative organisations by the practices of senior management, respond the following statements with "yes" or "maybe" or "no":

1 Senior management is committed, financially and emotionally, to innovation, and promotes innovation through champions and advocates for innovation

Yes

Maybe

No

2 Senior management obtains realistic and accurate assessments of the potential markets. Highly innovative organisations are close to the end users/customers

Yes

Maybe

No

3 Senior management ensures that innovative projects get the necessary support from all levels of the organisation

Yes

Maybe

No

4 Senior management ensures that structured methodology/systems are set in place for careful screening prior to actual implementation of the innovation

Yes

Maybe

No

5 Senior management ensures an organic organisational structure

Yes

Maybe

No

6 Senior management relies more on personalised, intrinsic rewards, ie internal feeling of accomplishment and self-esteem, and less on extrinsic benefits, ie pay increases, bonuses, shares and stock options

Yes

Maybe

No

7 Senior management promotes the integration of socio-technical systems, such as equal emphasis on the technical and social side of the organization, to promote a sense of sharing and togetherness

Yes

Maybe

No

8 Senior management maintains a cushion of resources that allows the organisation to adapt to internal and external pressures

Yes

Maybe

No

A clear majority of "yes" answers means that senior management is creating an innovative organisation.

NB Senior management's most important role is to create and encourage the climate for innovation within an organisation

Some typical organisational barriers that discourage innovation are

Self-imposed barriers

Unwanted assumptions

One-correct-answer thinking

Failure to challenge the obvious

Pressure to conform

Fear of looking foolish

Mechanistic organisational structure

Too narrow focus of efforts

(source: Pervaiz Ahmed, 1998)

This diagram below shows the difference between innovation, automation and stagnation

organisational development change management

(source: Dennis Hall, 2006a)


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