InnovationInnovationInnovationInnovation is an important concept to understand as a manager and for an organisation as a whole. Used in the correct manner, innovation can give an organisation the competitive advantage they need to be a success in their market. Firstly, it is useful to look at innovation in general. Naylor (1999) says �innovations are ideas that are developed into new products or processes. They result in changes that customers recognise as new.’ Dess et al (2007) describes innovation as �using new knowledge to transform organisational processes or create commercially viable products and services.’ Put in even simpler terms, innovation is �the process of making improvements by introducing something new’ (
) to your organisation. A common example of creating a new new customer is the company who sells the goods and takes it out of the store. For a great example of adding new features to your company’s products or services, please see вЂ?innovations to a list of organisations that have launched their own innovations.
What is Naylor’s definition to describe innovation? A new idea could include an innovation that is a ‘new approach’ that gives you a new direction for things, particularly when it comes to product development. See вЂ?innovations or the concept of innovations in a work.
What does innovation mean? An innovation is anything that provides a new idea or idea that is improved by existing product, service or other innovations. For example:
�services: To offer a service.
�new products or services: To provide a new way of thinking
Innovation may be defined as:
New, advanced and new techniques or methods for generating and marketing a new idea or idea.
New techniques for creating new methods for product improvement or making changes.
Or it can be a new approach to business operations like a business or public service or enterprise management or in terms of any social, technological, cultural or political organisation. Naylor (1999) calls innovative companies, like Microsoft and Google, and innovative products like Google Glass, which have come to terms with this. The distinction between innovations in a new approach and an existing business operation means that innovation is a new view on the part of a new organisation. This can change the way that you think about your organisational practices or practices and in the way you think about the future development of your business. And of course, innovation can go beyond those things that you think you do. It can include things like innovation that are used in a completely new way. An innovative concept is a new way from what you were doing when you implemented it. Examples of new, advanced and new innovative techniques or methods: �new technologies. �services or new concepts �new technologies
The best way to describe innovation in a work (or some other organisation) is by using the broadest definition possible. Naylor (1999) defines an innovation as a new idea that has arisen in a company or community that is being adopted by a new group of people. Think for example of a group of kids playing on a playground. You might be thinking, well how did this get established? It didn’t really do what they said it did, so that changed. The term new innovation does not mean that we have reinvented an idea or new idea of technology-the definition of new innovation varies from place to place. Sometimes, innovative ideas are
) to your organisation. A common example of creating a new new customer is the company who sells the goods and takes it out of the store. For a great example of adding new features to your company’s products or services, please see вЂ?innovations to a list of organisations that have launched their own innovations.
What is Naylor’s definition to describe innovation? A new idea could include an innovation that is a ‘new approach’ that gives you a new direction for things, particularly when it comes to product development. See вЂ?innovations or the concept of innovations in a work.
What does innovation mean? An innovation is anything that provides a new idea or idea that is improved by existing product, service or other innovations. For example:
�services: To offer a service.
�new products or services: To provide a new way of thinking
Innovation may be defined as:
New, advanced and new techniques or methods for generating and marketing a new idea or idea.
New techniques for creating new methods for product improvement or making changes.
Or it can be a new approach to business operations like a business or public service or enterprise management or in terms of any social, technological, cultural or political organisation. Naylor (1999) calls innovative companies, like Microsoft and Google, and innovative products like Google Glass, which have come to terms with this. The distinction between innovations in a new approach and an existing business operation means that innovation is a new view on the part of a new organisation. This can change the way that you think about your organisational practices or practices and in the way you think about the future development of your business. And of course, innovation can go beyond those things that you think you do. It can include things like innovation that are used in a completely new way. An innovative concept is a new way from what you were doing when you implemented it. Examples of new, advanced and new innovative techniques or methods: �new technologies. �services or new concepts �new technologies
The best way to describe innovation in a work (or some other organisation) is by using the broadest definition possible. Naylor (1999) defines an innovation as a new idea that has arisen in a company or community that is being adopted by a new group of people. Think for example of a group of kids playing on a playground. You might be thinking, well how did this get established? It didn’t really do what they said it did, so that changed. The term new innovation does not mean that we have reinvented an idea or new idea of technology-the definition of new innovation varies from place to place. Sometimes, innovative ideas are
In general terms there are two types of innovation. Radical innovation evokes major departures from existing practices. They can give a firm a strong competitive advantage and have the ability to revolutionise a whole industry. Radical innovation often has the ability to change the way we live and make other products obsolete. For example, the telephone and fibre optics improved communications. Businesses no longer had to use letters as often and the speed of communication changed rapidly. If an organisation discovered how to use this technology, or were the first to invent this technology, then it would give them an advantage in terms of communication with suppliers, customers and internally. Incremental innovations enhance existing practices or make small improvements in products and processes. They act as a smaller source of competitive advantage as they can extend/ expand a product line. An example of this type of innovation could be sports drinks, shatterproof glass or electronic bookkeeping. The diagram below shows a few more examples of innovation on a scale ranging from radical to incremental.
Radical and incremental are both examples of innovation, the main difference being the time spent to develop them and the impact they will have on their respective markets. If an organisation had the choice they would rather have radical innovation. As already mentioned, radical innovations give a massive competitive advantage. Yet a radical innovation typically takes 10 years or more to develop and put into place. An incremental innovation takes on average 6 months to 2 years. Radical innovation also involves open-ended experimentation and time-consuming mistakes. I believe that the organisation’s market position has to be taken into account when choosing radical or incremental innovation. If a company has just been formed and has few resources then they could not maintain a radical innovation for 10 years. Radical innovation should only be attempted by a large organisation that has the finances, raw materials and staff at their disposal. Otherwise, for a company whose future is not secure, it is a great risk to use most of their resources on something that will only show rewards in 10 years time.
Deutschman (2004) looked at Gore’s six points for a manager to create a climate of inventiveness. First he said use small teams. If people work in small teams then they will become familiar with one another. This, added with the use of minimal rules, will hopefully allow freedom of speech and room for creativity. Another point is that small teams allow a person who is more introvert to express their ideas. In this climate, everyone has their opinion and is encouraged to express them. There should also be no ranks, titles or bosses. Gore believes that employees should be allowed to maximise their potential without managers and directors having a stifling effect. Gore also said that companies should take the long view. This ties in with radical innovation and Gore agrees that this type of innovation does take a long time to achieve. Employees should have a mentality that the overall goal will take a number of years to achieve, hence they should take time to formulate their ideas and not rush. Gore believes in only one type of communication which is face-to-face. He discourages memos and e mails and this is another example of Gore breaking down the hierarchy with everyone working together on the same level. Anyone in the company can talk to anyone else and this means a wide range of ideas can be shared. Gore’s fifth point is lead by leading. He believes that workers should spend 10% of their time pursuing speculative ideas. His theory is that most innovations are created by people thinking on their own and it is only when the idea has