Not understanding the dilemma that faces most organisations, ie their current internal structures, competencies, cultures, etc do not foster innovation. Furthermore, future successes based on innovation are frequently seen as threats to the organisation's current priorities, practices, successes, etc.

. Not realizing that management needs to relinquish authority and give employees more autonomy to boost innovation and success, even during crises. It is claimed (A D Amar et al, 2009) that, to encourage innovation organisations need to abandon the traditional structure in which decisions-making is reserved for senior management. Many CEOs assume that leadership is about delegating tasks and monitoring results. It is more than this. It is about imbuing the entire workforce with a sense of responsibility for the business. This encourages individuals to be self-motivated.

. No understanding the important of bouncing back from failure are critical experiences in developing the necessary skills to handle change.

"...The school-of-experience theory, however, says that potential should not be measured by attributes, but rather by the ability to acquire the attributes and skills needed for future situations......the ability to learn what needs to be learned.....focusing on ability to learn, it is possible to avoid......the infinite list of competencies important for today are those that will be required in the future. Performance appraisal......focus on learning-orientated measures such as 'seeks opportunities to learn,' seeks and uses feedback,' 'asks the right questions,' 'looks at things from new perspectives,' and 'learns from mistakes'......the quest is to determine whether an employee is willing to learn new skills..."

Clayton Christensen et al, 2003


Search For Answers

designed by: bluetinweb

We use cookies to provide you with a better service.
By continuing to use our site, you are agreeing to the use of cookies as set in our policy. I understand