Structuring Your Organization For Innovation

Organizations face many ongoing challenges, which can lead to restructuring- an expensive, disruptive solution that doesn't always offer successful outcomes or better results. As a business leader in a competitive environment, you must find ways to improve your organization's innovative thinking. Breaking down silos and driving innovation can lead to greater agility in discovering new opportunities and developing creative solutions. In this book, you'll learn how to design a structure that will help foster innovation, agility, and performance by focusing on organizational structure through the eyes of your customers. You will explore five core structural areas-management, process, product, sales and marketing, and services- that can be used to advance innovation. Structuring Your Organization for Innovation also includes: Key characteristics of each organizational structure, including the pros and cons Strategic, operational, and tactical considerations Real-world case studies Tools and tips for practical application Jane Keathley provides services to regulated organizations in healthcare related industries, including start-up companies, focusing on developing innovative products and services while maintaining effective and compliant operations. She has published and presented widely in quality and other forums.; H. James Harrington is a quality system expert with more than 60 years of experience. He has been involved in developing quality management systems worldwide, has authored more than 55 books, and is the past president of the American Society for Quality.

This book presents unique insights and advice on defining and managing the innovation transformation journey. Using novel ideas, examples and best practices, it empowers management executives at all levels to drive cultural, technological and organizational changes toward innovation. Covering modern innovation techniques, tools, programs and strategies, it focuses on the role of the latest technologies (e.g., artificial intelligence to discover, handle and manage ideas), methodologies (including Agile Engineering and Rapid Prototyping) and combinations of these (like hackathons or gamification). At the same time, it highlights the importance of culture and provides suggestions on how to build it. In the era of AI and the unprecedented pace of technology evolution, companies need to become truly innovative in order to survive. The transformation toward an innovation-led company is difficult – it requires a strong leadership and culture, advanced technologies and well-designed programs. The book is based on the author’s long-term experience and novel ideas, and reflects two decades of startup, consulting and corporate leadership experience. It is intended for business, technology, and innovation leaders.

Examine your organizational structure and purposes with a critical eye to evaluating its potential for innovation and change with the help of a fine handbook. From analyses of innovation versus imitation processes to strategies and alternatives to traditional business approaches, this is packed with original information

Values-driven organizations are the most successful organizations on the planet. This book explains that understanding employees’ needs—what people value—is the key to creating a high performing organization. When you support employees in satisfying their needs, they respond with high levels of engagement and willingly commit their energies to the organization, bringing passion and creativity to their work. This new edition of The Values-Driven Organization provides an updated set of tools to assess corporate culture, new case studies on cultural transformation and additional materials on sustainability, measuring cultural health at work and the specific needs of the millennial generation. The Values-Driven Organization is essential reading for students, researchers and practitioners of organizational change, leadership, HRM and business ethics.

Innovation, in economic activity, in managerial concepts and in engineering design, results from creative activities, entrepreneurial strategies and the business climate. Innovation leads to technological, organizational and commercial changes, due to the relationships between enterprises, public institutions and civil society organizations. These innovation networks create new knowledge and contribute to the dissemination of new socio-economic and technological models, through new production and marketing methods. Innovation Economics, Engineering and Management Handbook 1 is the first of the two volumes that comprise this book. The main objectives across both volumes are to study the innovation processes in todays information and knowledge society; to analyze how links between research and business have intensified; and to discuss the methods by which innovation emerges and is managed by firms, not only from a local perspective but also a global one. The studies presented in these two volumes contribute toward an understanding of the systemic nature of innovations and enable reflection on their potential applications, in order to think about the meaning of growth and prosperity.

Seminar paper from the year 2015 in the subject Leadership and Human Resources - Miscellaneous, grade: 16, National University of Modern Languages, Islamabad (NUML), course: MS-Business Management, language: English, abstract: In line with Taylor, Fayol, and Weber’s conceptualizations, traditional organization structures are essentially based upon the fundamentals of division of labor, need for supervision, and centralization or unity of command. Organizations following in the footsteps of these fundamentals may very well be regarded as effective as well as efficient, and are static (Takahashi & Takahashi, 2006). Nonetheless, this framework would not work for organizations that practice a more complex, turbulent, and uncertain cultures like those working on innovation and uniqueness. This is because the framework for static organizations has rigid divisions and labor specializations, which do not fulfill the requirement of agility and flexibility required by innovative organizations. Here flexibility and agility not only limit to the employee performance, but also extends towards overall organization’s capacity to bend as per the newly rising demands and customer needs. Here innovations are being stressed-upon because in today’s world, the survival of any organization depends largely upon its capability to innovate and grow along; hence, to help organizations walkthrough these challenges, an affirmative role can verily be played by project teams, problem solving groups, and taks rotation that provide experience based learning, sharing of knowledge and increased interaction (Jensen et al., 2007). Despite the existence of a widespread retrospect on approaches for organizational structure that support organizational agility and flexibility to innovate – ultimately resulting in effectiveness - there still are quite a few companies out there that prefer going for the decision-making or coordination structures, and classical methodologies to address organizational goals; doing so eventually leads them to various challenges towards the attainment of organizational effectiveness and efficiency built upon innovation and competitive advantage which can be deemed most important organizational goal in the contemporary business environment (Worey & Lawler III, 2006). [...]

Managers often isolate their innovation teams, but wouldn’t it be better to engage all the workers in innovation? This book describes a framework that makes innovation a daily consideration for all. It involves allowing a knowledge network to develop naturally which complements the existing organizational structure making it more organic. It fosters more extensive collaboration amongst workers to produce more imaginative solutions that maximize value. The workers are encouraged to consult one another spontaneously across their organization and beyond its traditional boundaries. Insightful and constructive exchanges stimulate their thinking making them creative partners. Unsuspected capabilities, ideas and value are revealed. The author of this book describes creative deliberation techniques designed to maximize stakeholder value. The framework also makes organizations nimbler and more resilient to market changes. They become more sustainable in ever-changing conditions because learning and change become the norm. Innovation champions will find powerful arguments for introducing democratized innovation in their organizations. A wealth of practical techniques and handy tips for participative work-based training will help organizational trainers and facilitators to democratize innovation. Management consultants will find invaluable insights to advise their clients on innovation. Your workers are your organization’s best agents of change. Unleash their natural creativity. Let’s get started!

"Books and articles come and go, endlessly. But a few do stick, and this book is such a one. Organizational Strategy, Structure, and Process broke fresh ground in the understanding of strategy at a time when thinking about strategy was still in its early days, and it has not been displaced since." —David J. Hickson, Emeritus Professor of International Management & Organization, University of Bradford School of Management Originally published in 1978, Organizational Strategy, Structure, and Process became an instant classic, as it bridged the formerly separate fields of strategic management and organizational behavior. In this Stanford Business Classics reissue, noted strategy scholar Donald Hambrick provides a new introduction that describes the book's contribution to the field of organization studies. Miles and Snow also contribute new introductory material to update the book's central concepts and themes. Organizational Strategy, Structure, and Process focuses on how organizations adapt to their environments. The book introduced a theoretical framework composed of a dynamic adaptive cycle and an empirically based strategy typology showing four different types of adaptation. This framework helped to define subsequent research by other scholars on important topics such as configurational analysis, organizational fit, strategic human resource management, and multi-firm network organizations.