8 Steps to Innovation won him several national awards and was finally adopted by a number of commercial manufacturers Anandraj Sengupta became the. Rishikesha Krishnan at CIO Leadership Summit at Hotel Movenpick on April 26, It gives an overview of the book "8 steps to innov. Innovation - where to begin (video) . Talks on "8 steps to innovation" in Bangalore. A talk at "Meet the author" event at Atos, Bangalore (June.
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why customers keep coming bilgedumarre.cf you need a 8 steps to innovation going from jugaad to excellence, you can download them in pdf format from our website. Read 8 Steps To Innovation: Going From Jugaad To Excellence book reviews & author details and more at bilgedumarre.cf Free delivery on qualified orders. Innovation need not only be jugaad. For the first time a book shows us how in India, innovation can be introduced in ones organization in a systematic.
Building the Guiding Team Creating a sense of urgency helps to bring the right people together. And getting the right people in place is about getting the right team, commitment and trust to do the job. This is what step 2 is about. It means emotionally honest and open behaviour, speaking the unspeakable, connecting to the feelings of others, and doing so without fear of reprisal. Most likely you will skirt around the issue and continue to build on a culture of mistrust.
Before you can begin to build a guiding team — with the right skills, leadership capacity and credibility — someone has to persuade people that something needs to happen.
That is, to face the issue. This may seem counter-intuitive. Consequently, it can be a good thing to have periods of conflict which bring out the best and worst in people because a change leader will almost certainly emerge; someone who feels great urgency, pulls people together, and defines the guiding team.
Usually top management approve a change project and hand over responsibility to a senior manager who then forms a pseudo-project team or task group to manage the work. Rarely are these effective structures. They are made of the wrong people and usually have complex and unworkable governance arrangements.
Of course, everyone is polite. And they say the right things.
But words rarely translate into concrete actions when trust is low. Therefore members of guiding teams must learn how to be trusting and candid with each other.
In The Heart of Change John Kotter and Dan Cohen use a brilliant story by Roland de Vries to illustrate how hopelessly difficult teamwork problems can be overcome with courage and confidence in conviction. Only then can the guiding team set a clear sense of direction.
Getting the Right Vision What is our vision for the future? What change is needed? What do we need to do to realise our vision?
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Good answers to such questions will help the organisation to make the future they want more probable. Yet so many people create no vision or sense of direction for change. If you wish to make a future you must make it more probable We need to remember that by creating compelling, eye-catching situations it is easier for others to see problems and solutions.
Creating a vision that can be conveyed in a matter of minutes is going to move people into action much more effectively than detailed analyses ever will.
We need to take an unorthodox approach and avoid over analytic, financially based visioning exercises. Instead develop a vision that moves people and pay lots of attention to the speed in which you can introduce change.
Prepare this way: first prepare a vision that takes you to an end state, second a strategy to show you how to achieve the vision, next step-by-step plans to carry out your strategy, and finally budgets to make sure you can afford your plans.
Communicating the vision and strategy comes next. Unfortunately the message about organisational change is often lost and people fail to see why the change is needed.
Deeds speak volumes Kotter and Cohen use stories to illustrate how communicating for download-in can work. Moreover, we also learn what does not work: Under-communicating — the goal of organisational change is to get as many people as possible on-side, i. Exploit the power of analogy. Servant leadership. The power of diversity. Self-organizing teams.
These are newfangled notions, right? Each of those important management ideas was foreshadowed in the writings of Mary Parker Follett, a management innovator whose life was bracketed by the American Civil War and the Great Depression.
The most essential work of the leader is to create more leaders. Adversarial, win-lose decision making is debilitating for all concerned.
Contentious problems are best solved not by imposing a single point of view at the expense of all others but by striving for a higher-order solution that integrates the diverse perspectives of all relevant constituents. A large organization is a collection of local communities. Individual and institutional growth are maximized when those communities are self-governing.
Vested with little formal authority and faced with the challenge of melding the competing interests of several fractious constituencies, Follett developed a set of beliefs about management that were starkly different from those that prevailed at the time. As is so often the case with innovation, a unique vantage point yielded unique insights.
The eight essentials of innovation
If your goal is to escape the straitjacket of conventional management thinking, it helps to study the practices of organizations that are decidedly unconventional. With a bit of digging, you can unearth a menagerie of exotic organizational life-forms that look nothing like the usual doyens of best practice.
Imagine, for instance, an enterprise that has more than 2 million members and only one criterion for joining: You have to want in. It has virtually no hierarchy, yet it spans the globe.
Its world headquarters has fewer than employees. Local leaders are elected, not appointed. There are neither plans nor budgets. There is a corporate mission but no detailed strategy or operating plans. Yet this organization delivers a complex service to millions of people and has thrived for more than 60 years. What is it? Alcoholics Anonymous.
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AA consists of thousands of small, self-organizing groups. AA may have been around for decades, but it is still in the management vanguard. Just how far can you push autonomy and self-direction in your company? Is there some set of simple rules that could simultaneously unleash local initiative and provide focus and discipline? Is there some meritorious goal that could spur volunteerism? To that end, it makes microloans to five-person syndicates with no requirement for collateral and little in the way of paperwork.
Borrowers use the funds to start small businesses such as basket weaving, embroidery, transportation services, and poultry breeding.
As of , Grameen Bank had provided funds to more than 4 million borrowers. Now, that would be a management innovation! That is, Woods is estimated to be three-and-a-half more times likely to lose than to win.
The odds are probability estimates based on two kinds of data: the expert judgment of odds compilers and the collective opinion of sports-mad punters laying down their bets. Having set an initial price on a particular outcome, bookmakers adjust the odds over time as people place additional bets and the wisdom of the crowd becomes more apparent. Every day, companies bet millions of dollars on risky initiatives: new products, new ad campaigns, new factories, big mergers, and so on.
History suggests that many projects will fail to deliver their expected returns. Is there a way of guarding against the hubris and optimism that so often inflate investment expectations? An executive sponsor would set the initial odds for a project to achieve a particular rate of return within a specific time frame. Employees would then be able to bet for or against that outcome. If many more employees bet against the project than for it, the sponsor would have to readjust the odds. Who would have thought that bookies could inspire management innovation?
Your challenge is to hunt down equally unlikely analogies that suggest new ways of tackling thorny management problems. You have some great ideas for management innovation. Start by answering the following questions for each relevant management process: Who owns the process? Who has the power to change it? What are its objectives?
What are the success metrics? Who are the customers of this process? Who gets to participate? What are the data or information inputs for this process? What analytical tools are used? What events and milestones drive this process? What kind of decisions does this process generate? What are the decision-making criteria? How are decisions communicated, and to whom?Iterate on the Business Model12 Idea generation refers to the systematic search for new-product ideas. Start on. Therefore, the company would like to go ahead only with those product ideas that will turn into profitable products.
Deeds speak volumes Kotter and Cohen use stories to illustrate how communicating for download-in can work.