Holdings: Creativity and strategic innovation management

Creativity and strategic innovation management: directions for future value in changing times

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Bibliographic Details
Main Authors:	Goodman, Malcolm (Author), Dingli, Sandra M. 1952- (Author)
Format:	Book
Language:	English
Published:	London ; New York Routledge 2017
Edition:	Second edition
Subjects:	Creative ability in business Diffusion of innovations > Management Technological innovations > Management Organizational change > Management Innovationsmanagement Strategisches Management
Online Access:	Inhaltsverzeichnis
Physical Description:	xxv, 325 Seiten Illustrationen
ISBN:	9781138675094 9781138675100

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MARC


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Record in the Search Index

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adam_text	Contents List of figures List of tables Preface A cknowledgements xxvi xxiv xxii xx PARTI The challenge of changing times 1 1 The changing business environment 3 Learning objectives 3 Introduction 3 Context 4 What is change? 4 Understanding the causes of change 6 Socio-cultural forces 6 Economic forces 8 Technological trends 9 Environmental trends 1 0 Cause, effect and apprehension 11 Complexity and change 11 Key principles 11 Creating wealth 11 Factors of production 12 Creativity 13 What is creativity? 13 Consequences of the business paradigm shift 13 Types of change 14 incremental change 14 Transitional change 14 Transformational change 15 Change drivers 15 Practice 16 vi Contents Business paradigms 16 Marketing and management myopia 16 Least-cost production paradigm 16 Marketing paradigm 17 Customer-perceived value paradigm 17 Service dominant logic paradigm 18 Post-capitalist paradigm 18 Action 18 Backwards or forward into the future? 18 The challenge of change 18 Challenges of initiating change 19 Challenges of sustaining momentum 19 Challenges of system wide rethinking 19 Challenge to traditional management 19 Summary 20 Discussion questions 20 Case exercise 20 Nokia I: early success in the mobile phone industry 20 References 21 Selected YouTubes 23 2 Key business decisions Learning objectives 24 Introduction 24 Context 25 Time frame decisions 25 Information overload 27 Shareholder, finance and government pressure 27 Shortening business life cycles 27 Feel or process ? 28 Key principles 28 Business decision process 28 Rational model 30 Real world complications 31 Contingency approach 31 Concepts of efficiency and effectiveness 33 The S-curve 33 Three strategic approaches 34 Limpet strategy 34 Cautious strategy 34 Innovative strategy 35 Practice 35 Two key questions 35 Contents vii Concept of customer-perceived value revisited 36 Managing bias 36 Action 37 Making decisions: blending knowledge with experience to achieve know-how 37 Linking creativity, entrepreneurship and innovation 37 Summary 38 Discussion questions 38 Case exercise 38 Tyrell’s: when the chips are down raise a glass! 38 References 39 Selected YouTubes 41 3 Management revisited 42 Learning objectives 42 Introduction 42 Horse sense! 43 Context 43 Global business environment 43 Key principles 44 A divertimento 44 Defining management 45 Primary management processes 47 Redefining management action: control or lead? 48 Putting the emphasis on control: micromanagement/Theory X 48 Putting the emphasis on leadership: fundamental management competencies 48 Management: quo vadis? 50 Practice 51 Essential management skills 51 Managing self and individuals 52 Managing groups 52 Managing an organisation 52 Ethical considerations 53 Broad management styles 53 Organisational development 54 Is there a correct style? 54 Japanese management approach 55 Japanese management culture 55 Japanese management techniques 55 Theory Z 55 Quality of Work Life (QWL): issues and strategies 57 Quality circles 57 viii Contents Action 58 New skills for a new world 58 Summary 59 Discussion questions 59 Case exercise 59 SASOL: encouraging individual initiative and freedom 59 References 60 Selected YouTubes 61 PART II Innovation from theory to practice 63 4 Business creativity 65 Learning objectives 65 Introduction 65 Nasruddin 66 Context 67 What is creativity? 67 Definitions 67 Process 68 Generate ideas 68 Creative people 68 Strive for originality 68 Provide examples of their work 69 Key principles 70 Understanding thinking 70 Physiology of the brain 71 The working brain: a synaptic wonder 72 Practice 72 Contextual factors affecting personal creativity 72 Organisations and creativity 73 Expressing natural skills 73 Action 73 Assessing personal creative potential 73 Personal Creativity Audit 74 Personal creativity in action 74 Work environment and performance 75 Left-brain and right-brain thinking model 76 Learning skills 78 Introducing the total thinking model 78 Perception 79 Half brained thinkers! 79 Creative thinking applications 80 Summary 80 Discussion questions 81 Exercises 81 Sexism 81 Beijing Express problem 81 References 82 Selected YouTubes 82 Appendix 4.1: Personal Creativity Audit (PCA) 83 Appendix 4.2: assessing PC A performance 84 Appendix 4.3: sexism 85 Appendix 4.4: Beijing Express problem solution 85 Appendix 4.5: priming illusion solution 85 Applied business creativity Learn ing objectives 86 Introduction 86 Context 86 Challenge of change 86 Stimulating creative thinking 87 Creativity and intelligence 87 Key principles 88 The quick-fix approach 88 The creative problem-solving approach 88 Note-taking skills 88 Memory friendly information 89 Learning skills 89 Picture perspectives 90 Getting to grips with creative individual problem solving 90 Demonstration exercise: organising a perfect wedding 90 Practice 94 Building an introductory CPS toolkit 94 Action 95 CPS facilitation 95 Individual or personal CPS activity 95 Group CPS activity 95 Organisational CPS activity 95 Summary 95 Discussion questions 95 Case exercise 96 Toymaker I: from lone apprentice to master craftsperson 96 References 98 Selected YouTubes 99 Appendix 5.1: CPS toolbox notes 99 Business innovation Learning objectives 108 Introduction 108 Context 108 Why innovate? 108 x Contents What is innovation? 110 Strategic innovation management 111 Key principles 111 Commitment 111 Getting started 111 Innovation champions 112 Levels of innovation 113 Incremental innovation 113 Radical innovation 113 Architectural innovation 114 Technological innovation 114 Sources of ideas 115 Closed sources 115 Open sources 116 The innovation process 117 Phase 1: initial spark of creative activity 117 Phase 2: idea evaluation 117 Phase 3: invention 117 Phase 4: external and internal launch 118 Idea selection 118 Idea Funnel 118 Stage—Gate model 119 Intellectual capital 119 Knowledge and technology transfer 120 Practice 120 Harnessing systems thinking 120 Hard systems approach 120 Soft systems approach 121 Action 121 Private sector 121 Innovation in MNCs 121 Innovation in SMEs 122 Public sector 122 Innovation in NGOs 122 Innovation in charities 123 Innovation in state-funded organisations 123 Innovation bottlenecks 124 Lack of * time to think ’ 124 Bureaucracy 125 Structure 125 Poor lateral communication 125 External talent 126 Financial constraints 126 Limiting paradigms 126 Inappropriate mental models 126 Limitations of traditional teaching and training 126 Summary 127 Contents xi Discussion questions 127 Case exercise 127 Nokia II: out of the ashes of disaster grow the roses of success 127 References 129 Selected YouTubes 130 1 Organisational culture and climate 131 Learning objectives 131 Introduction 131 Context 131 Need for group (collective) creativity 131 Key principles 132 Management commitment 132 Managers and creativity 132 Management styles 133 Manager s interests 133 Group behaviour 133 Group participation 133 Loyalty and group participation 135 Working in groups 136 Establishing group beliefs 136 Empowering groups to perform 136 Encouraging group members to interact 136 Attempting to understand interactions 137 Preparing for group activity 137 Leadership role 137 Group rewards 137 Group selection and initial briefing 137 Managing groups 138 Advantages 138 Disadvantages 138 Solo or team run? ¡39 Belbin’s Team Roles 139 Tuckman model 140 The MBTI inventory/Jung’s personality typologies 141 The KAI inventory 142 Practice 143 Empowering people 143 Firs t task of a CPS fac ilita tor 143 Second task of a CPS facilitator 144 Third task of a CPS facilitator 144 Process role of a CPS facilitator 144 Key process skills 144 Conflict in groups and teams 145 Action 145 xii Contents Organisational culture and climate 145 Organisational attitude and commitment 146 Organisational philosophy 146 Organisational climate 146 Key factors for developing a climate that fosters innovation 148 Sustaining an organisational climate 150 Can climate and culture be assessed? 151 Ekvall’s Creative Climate Questionnaire 152 Isaksen’s Situational Outlook Questionnaire 152 Great Place to Work Institute 153 Workplace democracy 153 Summary 153 Discussion questions 154 Case exercise 154 Samsung: seeking a creative corporate culture 154 References 155 Selected YouTubes 156 Appendix 7,1: management traits assessment 157 Appendix 7,2: group CPS audit 157 Appendix 7.3: assessing group performance 158 8 Overcoming resistance: mindsets and paradigms 159 Learning objectives 159 Introduction 159 Context 159 The power of mindsets and paradigms 159 Key principles 162 Group mindsets 162 Organisational mindsets 162 Challenging mindsets 163 Psychological factor sets 163 Perception 163 Learning 164 Beliefs and attitudes 165 Creativity blockers 165 Perceptual blockages 166 Emotional blockages 167 Process skill blockages 167 Communication blockages 167 Environmental blockages 168 Cultural blockages 168 Practice 168 Obstacles to individual business creativity 168 Tiredness 168 Anxiety 169 Negativity 169 Contents xiii Fear of failure 169 Fear of standing out from the crowd 169 Fear of challenging the rules 169 Fear of emotional things 169 Myopia 170 Obstacles to group business creativity 170 Common problems that challenge the effectiveness of hard systems thinking 171 Diagnosis 171 Belief in measurement 171 Risk spots 171 Faith in management techniques 171 Action 172 Working with others 172 Viewing management problems 172 Fixed vs. growth mindsets 173 Nudges and wise interventions 174 Summary 174 Discussion questions 175 Case exercise 175 Rose Tree Garden Centre: growing confidence in creativity 175 References 176 Selected YouTubes 177 PART 111 Linking creativity to strategic innovation 179 9 Applied business innovation 181 Learning objectives 181 Introduction 181 Context 182 Innovation idea sources 182 Key principles 183 Closed innovation 183 Open innovation 183 Open-source software (OSS) 185 Advantages of OSS 185 The impact of OSS 185 Practice 187 Closed innovation idea sources 187 Idea management systems 187 On-site creativity centres 189 Open innovation idea sources 189 Capturing ideas 190 External R D agencies 190 Idea scouts and idea connectors 190 xiv Contents Key personnel, technology transfer 190 Contractual arrangements 191 Developing ideas 192 Co-creation 192 Crowdsourcing 192 Social networking 195 Risk factors 195 Unpredictability vs. certain success 195 Action 196 Innovation networks 196 Innovation and entrepreneurship 197 Summary 198 Discussion questions 198 Case exercise 199 Toyota: an elegant search for innovative ideas 199 References 200 Selected YouTubes 201 10 Building a strategic managing innovation model Learning objectives 203 Introduction 203 Context 205 Step 1: checking the now before thinking about the how 205 Rethinking time 206 Rethinking space 206 Rethinking mass 207 Linking the Einstein metaphor with strategic innovation 207 Step 2: conventional approach to strategic innovation 207 Content 208 Process 208 Tools 208 Step 3: basic processes of strategic innovation 208 Four key stages 208 Key principles 209 Step 4: innovation action plan 209 Practice 210 Step 5: reviewing the business 210 Challenging mindsets and paradigms 210 Step 6: reviewing the market 211 Deciding which customers to target 211 Challenging mindsets and paradigms 211 Step 7: reviewing the market offering 211 Challenging mindsets and paradigms 211 203 Contents XV Step 8: creating customer-perceived value 212 Buyer experience cycle 212 The customer-perceived value matrix 213 Step 9: characteristics of strategically innovative organisations 214 Culture 214 Structure 214 Processes 215 Systems 215 People 215 Action 216 Step 10: purpose of strategic innovation 216 Step 11: transformation through strategic innovation 216 Step 12: holistic approach to strategic innovation management 217 Step 13: key issues of intent 218 Create purpose 218 Make innovation happen 218 Sustain model development 219 Final thoughts 219 Summary 219 Questions for discussion 220 Case exercise 220 Yamaha Motor Company: ‘Revs your Heart’ 220 References 222 Selected YouTubes 222 PART IV Strategic innovation in changing times 11 The importance of leadership Learning objectives 227 Introduction 227 Context 229 Avoiding contextual myopia 229 Key principles 229 Leadership competencies 229 The difference between management and leadership 230 Qualities of a manager 230 Qualities of a leader 231 Comparison between managers and leaders 231 Leadership theories 1: trait theories 232 Leadership theories II: behavioural theories 232 Leadership theories III: contingency theories 233 Leadership theories IV: emerging theories 234 225 227 xvi Contents Charismatic leaders 234 Leadership characteristics 235 Visionary leaders 235 Transactional leaders 235 Contemporary leadership thinking 235 Courageous leadership 235 Leadership and management: are they mutually exclusive? 236 Practice 236 Assessing individual leadership skills audit 236 Assessing individual leadership skills audit interpretation 236 Action 238 Seizing the initiative 238 Leadership challenges 238 Leadership and innovation 238 The changing role of leadership 239 Summary 240 Discussion questions 241 Case exercise 241 African leaders: perspectives on leadership 241 References 243 Selected YouTubes 244 Appendix 11.1: assessing individual leadership skills audit interpretation 245 12 Business social responsibility Learning objectives 246 Introduction 246 Context 246 Business socialisation 246 Revival 246 Leading issues 248 Key principles 249 Definition of business social responsibility 249 Business ethics 249 Value of high ethical standards 249 Corporate social responsibility 250 Carroll’s pyramid 250 Generating and sharing social value 251 Well-being 251 Practice 252 Exploring the bottom line 252 People issues 253 Planet issues 254 Environmental responsibility 254 Resource sustainability 255 Circular economy 255 246 Contents xvii Profit issues 255 Executive pay 255 Rank andfile pay 256 Business profiteering 256 Effects of MNC profit strategies on SMEs 256 Action 257 Business solidarity: implementing CSR 257 Community 257 Workplace 257 Market place 258 Environment 258 Global recognition of BSR 259 Organisational approaches to CSR 260 Global or local? 260 A matter of attitude 260 Summary 261 Discussion questions 261 Case exercise 261 Molinos Rio de la Plata: championing BSR 261 References 263 Selected YouTubes 263 13 Organisational renewal for strategic innovation Learning objectives 265 Introduction 265 Context 267 View from the boardroom 267 Key principles 267 Business game components 267 Benefactors 269 The risk paradox and casino market games 269 Bets, sweats and debts 269 investment 269 Business game players 269 Multinational corporations 269 MNCs are gaining strength in Africa, Asia and South America 270 The importance of SMEs 270 Corporate game plays 271 Profit quest 271 Growth quest 271 Corporate game strategies 272 Operating paradigms 272 Three-way stretch model 272 Practice 273 Assessing organisational culture 273 Selecting an organisational style 275 265 xviii Contents Inside or outside track? 275 Theory Z revisited 276 Theory WB approach 276 Managing change to boost well-being, creativity and innovation 278 Well-being 278 A new workplace democracy model 279 Disadvantages of workplace democracy 280 Action 282 Conventional planning practice 282 Reasons for pre-planning 282 Understand the people 283 Encouraging well-being 284 Understand the task 284 Understand the organisation 284 Develop plans 285 Pre-planning a culture change programme 285 Strategic approaches of Theory Y and Theory WB organisations 285 Importance of gaining and retaining trust 286 Summary 287 Discussion questions 287 Case exercise 288 Semco: a maverick approach to management 288 References 290 Selected YouTubes 291 Appendix 13.1: organisational creativity audit interpretation 291 Î4 Reflections Learning objectives 293 Introduction 293 Context 293 Business trends 293 African trends 296 Instant availability 296 Responsible consumption 296 Transaction convenience 297 Gender equality 297 Improved online services 298 Asian trends 298 Network connections 298 Corporate social responsibility 299 Heritage appeal 299 Responsible business 300 The informal economy meets smartphone culture 301 European trends 301 293 Contents xix The euro: a means not an end in itself 301 Connecting customers 302 Targeting Millennials 302 Importance of SM Es 302 Need for product and service innovation 302 Call for strategic innovation 302 South American trends 303 Immigration and integration 303 Urbanisation 303 Marketing to the time poor 304 Со-creating customer-perceived value 304 Digital opportunities for SMEs 304 Key principles 305 Management and organisation 305 Key trends 306 Organisational culture 306 Theory WB model 306 Determinants of organisational culture 307 Leadership 307 Emergence of multiple layered leadership 307 Key trends 307 Creativity and innovation 308 Growing importance of creativity and innovation 308 Group creativity and self-management 308 The pursuit of happiness 308 Practice 309 Revisiting the practices of wealth creators 309 Economic system 309 Environment 310 Society 310 Action 311 The trumpet sounds 311 Summary 311 Discussion questions 311 Case exercise 311 Toymaker II 311 References 314 Epilogue 315 Academic index 317 Subject index 320
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spellingShingle	Goodman, Malcolm Dingli, Sandra M. 1952- Creativity and strategic innovation management directions for future value in changing times Creative ability in business Diffusion of innovations Management Technological innovations Management Organizational change Management Innovationsmanagement (DE-588)4161817-8 gnd Strategisches Management (DE-588)4124261-0 gnd
subject_GND	(DE-588)4161817-8 (DE-588)4124261-0
title	Creativity and strategic innovation management directions for future value in changing times
title_auth	Creativity and strategic innovation management directions for future value in changing times
title_exact_search	Creativity and strategic innovation management directions for future value in changing times
title_full	Creativity and strategic innovation management directions for future value in changing times Malcolm Goodman and Sandra M. Dingli
title_fullStr	Creativity and strategic innovation management directions for future value in changing times Malcolm Goodman and Sandra M. Dingli
title_full_unstemmed	Creativity and strategic innovation management directions for future value in changing times Malcolm Goodman and Sandra M. Dingli
title_short	Creativity and strategic innovation management
title_sort	creativity and strategic innovation management directions for future value in changing times
title_sub	directions for future value in changing times
topic	Creative ability in business Diffusion of innovations Management Technological innovations Management Organizational change Management Innovationsmanagement (DE-588)4161817-8 gnd Strategisches Management (DE-588)4124261-0 gnd
topic_facet	Creative ability in business Diffusion of innovations Management Technological innovations Management Organizational change Management Innovationsmanagement Strategisches Management
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