Meeting the innovation challenge: leadership for transformation and growth
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Chichester
Wiley
2006
|
| Schlagworte: | |
| Online-Zugang: | Table of contents Inhaltsverzeichnis |
| Beschreibung: | XXV, 392 S. graph. Darst. |
| ISBN: | 0470014997 9780470014998 |
Internformat
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Datensatz im Suchindex
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| adam_text |
CONTENTS
Preface xv
About the Authors xxi
Acknowledgments xxiii
1 Taking a Systemic Approach to Change 1
Introduction 1
Most change programs aren't worth the effort 1
Exhibit 1.1 Fashion statements versus behavioral change in
organizations 3
Why do organizations need to guide change? 4
Increasing pace and volume 4
Growing complexity 5
Intensifying competition and globalization 5
The example of downsizing 14
A survey of high performers 15
Deliberate process 16
Creative climate 16
Inclusive leadership 17
Our systemic approach 17
People 19
Context 22
Outcomes 24
Method 27
Conclusions 28
Top 10 barriers to effective change: a recipe for failure 29
References 31
Part 1 The Outcomes of Transformation
2 Building the Janusian Organization 37
Who is Janus? 37
What is Janusian thinking? 38
What is a Janusian organization? 39
Crisis and renewal 40
Focusing on what will and will not change 40
CONTENTS
Incremental and discontinuous change 41
Increasing support for 'yes and' approaches 41
Why do Janusian organizations need to lead for change and
transformation? 42
Link insight with action 43
Spectrum of change 44
Spectrum of change management strategies 46
Exhibit 2.1 47
Conclusion 48
References 49
3 Creativity and Innovation for Transformation 53
New challenges, old responses 54
From 'doing better' to 'doing different' 55
Searching and scanning 60
Exhibit 3.1 Identifying potentially disruptive innovations 65
Creativity in searching and scanning 68
Strategic decision making and problem solving 71
Exhibit 3.2 Leadership and transformation at Polaroid
and Kodak 74
Business investment 79
Strategic positioning 79
Knowledge building 79
Creativity in strategic decision making and problem solving 80
Understanding the problem 80
Generating ideas 81
Planning for action 81
Changing organizational routines 82
Creativity in changing organizational routines 86
Personal orientation contingencies 86
Situational outlook contingencies 86
Task contingencies 87
Creative process contingencies 88
Desired outcomes 88
Conclusion 89
References 89
4 Creating Blockbusters 93
What are blockbusters? 94
Characteristics of creative products 95
CONTENTS vii
Novelty 95
Resolution 96
Style 96
How are blockbusters developed? 97
Commitment of senior management 98
Clear and stable vision 101
Improvisation 102
Information exchange 104
Collaboration under pressure 105
What about more radical products? 106
Who develops blockbusters? 108
Persistence to overcome resistance 108
Toleration of ambiguity and lack of control 109
Intrinsic motivation for the task 109
A creative personality 110
Do blockbusters require a special environment? 112
Implications and conclusion 114
References 115
Part 2 The Part People Play
5 Leading and Managing for Transformation 119
Introduction 119
Historical approaches to leadership 119
One dimensional approaches 120
Two dimensional approaches 121
Multidimensional approaches 123
Contemporary approaches to leadership 129
Bennis and Nanus leadership strategies 129
Kouzes and Posner leadership practices 130
Ekvall's leadership and change 131
Servant leadership 133
Collins' level five leadership 133
Leading versus managing 134
Challenges of leading and managing change 136
Managing change methods 137
Beyond simple prescriptions 138
Ownership and change roles 139
Creative leadership 142
Linked to learning 143
CONTENTS
Includes the whole system 143
Linked to facilitation 144
A model for creative leadership 145
Management competencies 146
Leadership practices and strategies 147
Leading at the edge of chaos 148
Conclusion 150
Front old to new 151
From chaos to community 151
From confusion to clarity 151
References 152
6 Owning up to Change 159
Introduction 159
Ownership 162
Interest 163
Influence 164
Imagination 164
Clientship 165
Group clientship 166
Clear task priority 167
Decision making responsibility 169
Open to diverse perspectives 170
Other characteristics of effective clients 111
Sponsorship 172
Commitment 173
Power 174
Setting the context for creativity and change 176
Instilling ownership 178
Conclusions 178
Appendix 6.1 179
Levels of commitment 179
References 181
7 Teamwork for Transformation: Applying VIEW to
Help Make Teams Productive 183
Deciding to use a group 184
All teams are groups; but not all groups are teams 185
Characteristics that promote teamwork 186
A clear, common and elevating goal 186
CONTENTS ix
Results driven structure 186
Competent team members 186
Unified commitment 187
Collaborative climate 187
Standards of excellence 188
External support and recognition 188
Principled leadership 188
Appropriate use of the team 189
Participation in decision making 189
Team spirit 189
Embracing appropriate change 190
Challenges to watch for with teams 190
Group versus team 190
Ends versus means 191
Structured freedom 191
Support structures and systems 191
Assumed competence 192
Problem solving style differences 192
Orientation to change 193
The explorer style 194
The developer style 194
Manner of processing 194
The external style 195
The internal style 195
Ways of deciding 195
People oriented deciders 196
Task oriented deciders 196
Team development 197
A model for team development 198
Conclusion 203
References 204
Part 3 Transformation Methods
8 Managing Change Methods 209
Introduction 209
What is a change method? 210
Why so many change methods? 211
More change challenges 211
More complexity 111
Increased speed 212
CONTENTS
Changing the way we change 212
We don't have the time for this! 213
We've tried that before! 213
My method's better than yours! 214
Different kinds of change 214
The need for navigation 216
Planning your approach to change 217
Key historical CPS developments 217
Contingencies for appraising tasks 218
A task appraisal model 219
Personal orientation 221
Situational outlook 223
Desired outcomes 224
Methodology 225
Designing Process 226
Determining scope of application 227
Level of involvement and interaction 229
Meeting the need 231
Constraints from the context 231
Process contingencies 232
Making the change happen 235
Implementing the plan 236
Minding the store 236
Deliberate planning for acceptance 237
Ways of interacting 240
References 241
9 Alternative Change Methods 245
A vocabulary for understanding methods 245
Method versus model 246
Process and procedures 246
Tool versus technique 246
An example of the 'muddle' 246
Our approach 247
The change methods 248
Coaching 248
Conflict resolution 249
Creative problem solving 250
Goal setting and performance improvement 251
Kepner/Tregoe® 251
CONTENTS xi
Lateral thinking, six thinking hats 252
Neuro linguistic programming 253
New product development 253
Preferred futuring 254
Project management 255
Quality methods 256
Simplex® 257
Six Sigma 258
Strategic planning 258
Synectics® 259
TRIZ 260
Theory of constraints 261
Value engineering 261
Visualization 262
Holistic systems thinking 263
10 Applying Creative Problem Solving to New Product
Development 265
Meeting the innovation challenge 265
Pathways to growth 267
Riding two horses 268
Some common approaches to the discovery and the
fuzzy front end 272
Defining the boundaries of the marketplace 273
Understanding market dynamics 273
Trend spotting 21A
Monitoring technological trends 21A
forecasting 275
Working with lead users 276
Creative problem solving: our current framework 277
Planning your Approach 278
Appraising Tasks 279
Designing Process 281
Planning your Approach applied 282
Understanding the Challenge 282
Understanding the Challenge applied 283
Generating Ideas 284
Generating Ideas applied 285
Preparing for Action 285
Preparing for Action applied 287
CONTENTS
Key lessons learned 287
1. The more successful efforts focus on an intimate
understanding of consumer needs 288
2. Faster, better and more cost effective NPD requires
cross functional involvement 289
3. Most successful launches have had good sponsorship 289
4. A clear and compelling strategy must guide NPD
efforts 289
5. Meeting the innovation challenge demands
deliberate management of creativity 290
6. Sustainable NPD success requires an investment
in people 290
References 291
Part 4 The Context for Transformation
11 Transforming the Culture and Climate 297
What is culture? 298
What is organizational culture? 299
What does culture include? 302
Values, beliefs and deeply held assumptions 302
Can leadership change culture? 303
What is climate? 307
Culture versus climate 308
Different levels of analysis 308
Different disciplines involved 309
Normative versus descriptive 309
More easily observable and influenced 309
A model for organizational change 309
The external environment 311
The transformational factors 312
The transactional factors 316
Resources and technology 316
Task requirements 316
Individual skills and abilities 317
Management practices 319
Systems, policies and procedures 320
Individual needs, motives and styles 320
Conclusions 321
References 322
CONTENTS xiii
12 The Climate for Innovation and Growth 327
The Situational Outlook Questionnaire 328
Climate dimensions and sample strategies 329
Challenge and involvement 330
Idea time 331
Freedom 333
Idea support 334
Exhibit 12.1. Idea support at Nortel Networks 336
Conflict 337
Risk taking 338
Trust and openness 341
Debate 343
Playfulness and humor 344
Conclusions 345
References 346
13 Creating the Climate for Transformation 351
What do we know about leadership behavior? 353
Challenging the process 353
Inspiring a shared vision 354
Enabling others to act 354
Modeling the way 354
Encouraging the heart 355
Case 1: A symphony orchestra 356
Case 2: A medical technology company 358
Case 3: An electrical engineering division 360
General themes across cases 365
Leaders and managers accepted their key role 365
Focused on interpretation and integration 365
Targeted key dimensions 366
Demonstrated follow through 366
Used external resources 366
Climate creation enables a systemic approach to change 367
Conclusions and implications 369
References 370
Index 373 |
| adam_txt |
CONTENTS
Preface xv
About the Authors xxi
Acknowledgments xxiii
1 Taking a Systemic Approach to Change 1
Introduction 1
Most change programs aren't worth the effort 1
Exhibit 1.1 Fashion statements versus behavioral change in
organizations 3
Why do organizations need to guide change? 4
Increasing pace and volume 4
Growing complexity 5
Intensifying competition and globalization 5
The example of downsizing 14
A survey of high performers 15
Deliberate process 16
Creative climate 16
Inclusive leadership 17
Our systemic approach 17
People 19
Context 22
Outcomes 24
Method 27
Conclusions 28
Top 10 barriers to effective change: a recipe for failure 29
References 31
Part 1 The Outcomes of Transformation
2 Building the Janusian Organization 37
Who is Janus? 37
What is Janusian thinking? 38
What is a Janusian organization? 39
Crisis and renewal 40
Focusing on what will and will not change 40
CONTENTS
Incremental and discontinuous change 41
Increasing support for 'yes and' approaches 41
Why do Janusian organizations need to lead for change and
transformation? 42
Link insight with action 43
Spectrum of change 44
Spectrum of change management strategies 46
Exhibit 2.1 47
Conclusion 48
References 49
3 Creativity and Innovation for Transformation 53
New challenges, old responses 54
From 'doing better' to 'doing different' 55
Searching and scanning 60
Exhibit 3.1 Identifying potentially disruptive innovations 65
Creativity in searching and scanning 68
Strategic decision making and problem solving 71
Exhibit 3.2 Leadership and transformation at Polaroid
and Kodak 74
Business investment 79
Strategic positioning 79
Knowledge building 79
Creativity in strategic decision making and problem solving 80
Understanding the problem 80
Generating ideas 81
Planning for action 81
Changing organizational routines 82
Creativity in changing organizational routines 86
Personal orientation contingencies 86
Situational outlook contingencies 86
Task contingencies 87
Creative process contingencies 88
Desired outcomes 88
Conclusion 89
References 89
4 Creating Blockbusters 93
What are blockbusters? 94
Characteristics of creative products 95
CONTENTS vii
Novelty 95
Resolution 96
Style 96
How are blockbusters developed? 97
Commitment of senior management 98
Clear and stable vision 101
Improvisation 102
Information exchange 104
Collaboration under pressure 105
What about more radical products? 106
Who develops blockbusters? 108
Persistence to overcome resistance 108
Toleration of ambiguity and lack of control 109
Intrinsic motivation for the task 109
A creative personality 110
Do blockbusters require a special environment? 112
Implications and conclusion 114
References 115
Part 2 The Part People Play
5 Leading and Managing for Transformation 119
Introduction 119
Historical approaches to leadership 119
One dimensional approaches 120
Two dimensional approaches 121
Multidimensional approaches 123
Contemporary approaches to leadership 129
Bennis and Nanus leadership strategies 129
Kouzes and Posner leadership practices 130
Ekvall's leadership and change 131
Servant leadership 133
Collins' level five leadership 133
Leading versus managing 134
Challenges of leading and managing change 136
Managing change methods 137
Beyond simple prescriptions 138
Ownership and change roles 139
Creative leadership 142
Linked to learning 143
CONTENTS
Includes the whole system 143
Linked to facilitation 144
A model for creative leadership 145
Management competencies 146
Leadership practices and strategies 147
Leading at the edge of chaos 148
Conclusion 150
Front old to new 151
From chaos to community 151
From confusion to clarity 151
References 152
6 Owning up to Change 159
Introduction 159
Ownership 162
Interest 163
Influence 164
Imagination 164
Clientship 165
Group clientship 166
Clear task priority 167
Decision making responsibility 169
Open to diverse perspectives 170
Other characteristics of effective clients 111
Sponsorship 172
Commitment 173
Power 174
Setting the context for creativity and change 176
Instilling ownership 178
Conclusions 178
Appendix 6.1 179
Levels of commitment 179
References 181
7 Teamwork for Transformation: Applying VIEW to
Help Make Teams Productive 183
Deciding to use a group 184
All teams are groups; but not all groups are teams 185
Characteristics that promote teamwork 186
A clear, common and elevating goal 186
CONTENTS ix
Results driven structure 186
Competent team members 186
Unified commitment 187
Collaborative climate 187
Standards of excellence 188
External support and recognition 188
Principled leadership 188
Appropriate use of the team 189
Participation in decision making 189
Team spirit 189
Embracing appropriate change 190
Challenges to watch for with teams 190
Group versus team 190
Ends versus means 191
Structured freedom 191
Support structures and systems 191
Assumed competence 192
Problem solving style differences 192
Orientation to change 193
The explorer style 194
The developer style 194
Manner of processing 194
The external style 195
The internal style 195
Ways of deciding 195
People oriented deciders 196
Task oriented deciders 196
Team development 197
A model for team development 198
Conclusion 203
References 204
Part 3 Transformation Methods
8 Managing Change Methods 209
Introduction 209
What is a change method? 210
Why so many change methods? 211
More change challenges 211
More complexity 111
Increased speed 212
CONTENTS
Changing the way we change 212
We don't have the time for this! 213
We've tried that before! 213
My method's better than yours! 214
Different kinds of change 214
The need for navigation 216
Planning your approach to change 217
Key historical CPS developments 217
Contingencies for appraising tasks 218
A task appraisal model 219
Personal orientation 221
Situational outlook 223
Desired outcomes 224
Methodology 225
Designing Process 226
Determining scope of application 227
Level of involvement and interaction 229
Meeting the need 231
Constraints from the context 231
Process contingencies 232
Making the change happen 235
Implementing the plan 236
Minding the store 236
Deliberate planning for acceptance 237
Ways of interacting 240
References 241
9 Alternative Change Methods 245
A vocabulary for understanding methods 245
Method versus model 246
Process and procedures 246
Tool versus technique 246
An example of the 'muddle' 246
Our approach 247
The change methods 248
Coaching 248
Conflict resolution 249
Creative problem solving 250
Goal setting and performance improvement 251
Kepner/Tregoe® 251
CONTENTS xi
Lateral thinking, six thinking hats 252
Neuro linguistic programming 253
New product development 253
Preferred futuring 254
Project management 255
Quality methods 256
Simplex® 257
Six Sigma 258
Strategic planning 258
Synectics® 259
TRIZ 260
Theory of constraints 261
Value engineering 261
Visualization 262
Holistic systems thinking 263
10 Applying Creative Problem Solving to New Product
Development 265
Meeting the innovation challenge 265
Pathways to growth 267
Riding two horses 268
Some common approaches to the discovery and the
fuzzy front end 272
Defining the boundaries of the marketplace 273
Understanding market dynamics 273
Trend spotting 21A
Monitoring technological trends 21A
forecasting 275
Working with lead users 276
Creative problem solving: our current framework 277
Planning your Approach 278
Appraising Tasks 279
Designing Process 281
Planning your Approach applied 282
Understanding the Challenge 282
Understanding the Challenge applied 283
Generating Ideas 284
Generating Ideas applied 285
Preparing for Action 285
Preparing for Action applied 287
CONTENTS
Key lessons learned 287
1. The more successful efforts focus on an intimate
understanding of consumer needs 288
2. Faster, better and more cost effective NPD requires
cross functional involvement 289
3. Most successful launches have had good sponsorship 289
4. A clear and compelling strategy must guide NPD
efforts 289
5. Meeting the innovation challenge demands
deliberate management of creativity 290
6. Sustainable NPD success requires an investment
in people 290
References 291
Part 4 The Context for Transformation
11 Transforming the Culture and Climate 297
What is culture? 298
What is organizational culture? 299
What does culture include? 302
Values, beliefs and deeply held assumptions 302
Can leadership change culture? 303
What is climate? 307
Culture versus climate 308
Different levels of analysis 308
Different disciplines involved 309
Normative versus descriptive 309
More easily observable and influenced 309
A model for organizational change 309
The external environment 311
The transformational factors 312
The transactional factors 316
Resources and technology 316
Task requirements 316
Individual skills and abilities 317
Management practices 319
Systems, policies and procedures 320
Individual needs, motives and styles 320
Conclusions 321
References 322
CONTENTS xiii
12 The Climate for Innovation and Growth 327
The Situational Outlook Questionnaire 328
Climate dimensions and sample strategies 329
Challenge and involvement 330
Idea time 331
Freedom 333
Idea support 334
Exhibit 12.1. Idea support at Nortel Networks 336
Conflict 337
Risk taking 338
Trust and openness 341
Debate 343
Playfulness and humor 344
Conclusions 345
References 346
13 Creating the Climate for Transformation 351
What do we know about leadership behavior? 353
Challenging the process 353
Inspiring a shared vision 354
Enabling others to act 354
Modeling the way 354
Encouraging the heart 355
Case 1: A symphony orchestra 356
Case 2: A medical technology company 358
Case 3: An electrical engineering division 360
General themes across cases 365
Leaders and managers accepted their key role 365
Focused on interpretation and integration 365
Targeted key dimensions 366
Demonstrated follow through 366
Used external resources 366
Climate creation enables a systemic approach to change 367
Conclusions and implications 369
References 370
Index 373 |
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| id | DE-604.BV022216393 |
| illustrated | Illustrated |
| index_date | 2024-07-02T16:27:31Z |
| indexdate | 2024-09-04T00:11:37Z |
| institution | BVB |
| isbn | 0470014997 9780470014998 |
| language | English |
| lccn | 2006001051 |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-015427685 |
| oclc_num | 63171002 |
| open_access_boolean | |
| owner | DE-703 DE-N2 DE-92 DE-2070s DE-188 |
| owner_facet | DE-703 DE-N2 DE-92 DE-2070s DE-188 |
| physical | XXV, 392 S. graph. Darst. |
| publishDate | 2006 |
| publishDateSearch | 2006 |
| publishDateSort | 2006 |
| publisher | Wiley |
| record_format | marc |
| spelling | Isaksen, Scott G. Verfasser aut Meeting the innovation challenge leadership for transformation and growth Scott G. Isaksen ; Joe Tidd Chichester Wiley 2006 XXV, 392 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Führung Leadership Organizational change Creative ability Unternehmen (DE-588)4061963-1 gnd rswk-swf Führung (DE-588)4018776-7 gnd rswk-swf Unternehmensentwicklung (DE-588)4125011-4 gnd rswk-swf Organisationswandel (DE-588)4075693-2 gnd rswk-swf Innovationsmanagement (DE-588)4161817-8 gnd rswk-swf Führung (DE-588)4018776-7 s DE-604 Unternehmensentwicklung (DE-588)4125011-4 s Innovationsmanagement (DE-588)4161817-8 s DE-188 Unternehmen (DE-588)4061963-1 s Organisationswandel (DE-588)4075693-2 s Tidd, Joe 1960- Verfasser (DE-588)131650602 aut http://www.loc.gov/catdir/toc/ecip067/2006001051.html Table of contents HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=015427685&sequence=000008&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Isaksen, Scott G. Tidd, Joe 1960- Meeting the innovation challenge leadership for transformation and growth Führung Leadership Organizational change Creative ability Unternehmen (DE-588)4061963-1 gnd Führung (DE-588)4018776-7 gnd Unternehmensentwicklung (DE-588)4125011-4 gnd Organisationswandel (DE-588)4075693-2 gnd Innovationsmanagement (DE-588)4161817-8 gnd |
| subject_GND | (DE-588)4061963-1 (DE-588)4018776-7 (DE-588)4125011-4 (DE-588)4075693-2 (DE-588)4161817-8 |
| title | Meeting the innovation challenge leadership for transformation and growth |
| title_auth | Meeting the innovation challenge leadership for transformation and growth |
| title_exact_search | Meeting the innovation challenge leadership for transformation and growth |
| title_exact_search_txtP | Meeting the innovation challenge leadership for transformation and growth |
| title_full | Meeting the innovation challenge leadership for transformation and growth Scott G. Isaksen ; Joe Tidd |
| title_fullStr | Meeting the innovation challenge leadership for transformation and growth Scott G. Isaksen ; Joe Tidd |
| title_full_unstemmed | Meeting the innovation challenge leadership for transformation and growth Scott G. Isaksen ; Joe Tidd |
| title_short | Meeting the innovation challenge |
| title_sort | meeting the innovation challenge leadership for transformation and growth |
| title_sub | leadership for transformation and growth |
| topic | Führung Leadership Organizational change Creative ability Unternehmen (DE-588)4061963-1 gnd Führung (DE-588)4018776-7 gnd Unternehmensentwicklung (DE-588)4125011-4 gnd Organisationswandel (DE-588)4075693-2 gnd Innovationsmanagement (DE-588)4161817-8 gnd |
| topic_facet | Führung Leadership Organizational change Creative ability Unternehmen Unternehmensentwicklung Organisationswandel Innovationsmanagement |
| url | http://www.loc.gov/catdir/toc/ecip067/2006001051.html http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=015427685&sequence=000008&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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