THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION THE ROLES OF BEST PRACTICES & INNOVATION...

THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION

THE ROLES OF BEST PRACTICES & INNOVATION IN ORGANIZATIONAL EFFECTIVENESS

DR. FREDERICK DEMBOWSKI

Hibernia National Bank Endowed Professor Emeritus, Southeastern Louisiana University

President, The International Association Of Organizational Innovation

BANGKOK, THAILANDAUGUST, 2010


To View This Presentation Online, Go To:

http://ijoi.fp.expressacademic.org/index.php

To Contact the Author, Email:[email protected]



WHY ARE YOU IN EXISTENCE?

All Organizations Have a Purpose:

To Meet the Needs & Wants of

Their Clients/Customers

They Must Continue Doing This

In Order To Survive (& Make Money!?)


CAMERON & WHETTON (1983) WROTE THE SEMINAL RESEARCH BOOK ON

ORGANIZATIONAL EFFECTIVENESS.

ACCORDING TO THEM, ALL ORGANIZATIONS HAVE PHASES IN THEIR LIFE CYCLE THAT

HAVE A FOCUS ON:

MAINTENANCEIMPROVEMENTDEVELOPMENT


(Adapted from: Cameron, Kim S., and Whetton, David A. (1983) Organizational Effectiveness: a Comparison of Multiple Models, Academic Press.)


THE FUNCTIONS OF MANAGEMENT VARY IN EACH OF THE

PHASES OF THE LIFE CYCLE OF AN ORGANIZATION

(Dembowski & Eckstrom, 1999)


MANAGEMENT OPERATIONS IN THE THREE PHASES OF AN

ORGANIZATION'S LIFE CYCLE

I. Maintenance of the Operations of the Organization (Short Term/Annually)

II. Improvement of Operations (Ongoing)

III. Organizational Development (Longer Term)

Adapted from: Dembowski, F.L., & Ekstrom, C. (1999). Effective School District Management: A Self-Review Instrument and Guide, Arlington, VA: The American Association of School Administrators (1999) and Scarecrow Press (2001).

KEY OPERATIONS!!


MAINTENANCE

Performing the Operations of the Organization (Short Term Or Annual)

Includes:

a. Budgeting b. Review of Policies, Rules & Regulations c. Review of Operating Procedures d. Program Review & Planning


IMPROVEMENT

Analysis of the Operations of the Organization(Continual)

Includes:

a. Problem Solving & Systems Analysis b. Continuous Improvement (TQM) c. Best Practices


DEVELOPMENT

A Re-examination of the Purpose of the Organization’sProcesses, Products & Services

(Longer Term?)

Includes:

a. Strategic Planning

b. Restructuring & Re-Engineering

c. Innovation


EFFECTIVENESS IS DOING THE RIGHT THING!

EFFICIENCY IS GETTING "IT" DONE AT A LOW (OPTIMAL?) UNIT COST!

ORGANIZATIONS STRIVE TO BE EFFICIENT AND EFFECTIVE.

A "BEST PRACTICE" IS THE OPTIMIZATION OF THE EFFECTIVENESS OF AN ORGANIZATION

WHAT IS A "BEST PRACTICE” & HOW IS IT ATTAINED?


BEST PRACTICES MODEL

Adapted from: “Best Practice in Park Interpretation and Education: A Report to the ANZECC Working Group on National Park and Protected Area Management”, Department of Natural Resources and Environment, Victoria New Zealand, April 1999


THE STAGES OF INSTITUTING A BEST PRACTICE:

I. DEFINE

II. DEVELOP

III. DELIVER

IV. EVALUATE

V. SUPPORT


BEST PRACTICES:STAGE 1 - DEFINE

The DEFINE Stage Considers Issues Such As: - Rationale - Benefits and Outcomes - Goals and Functions - Relationship to Other Organization Functions


BEST PRACTICES:

STAGE 2 - DEVELOP


BEST PRACTICES:

II. The DEVELOP stage includes:

- Establishing objectives - Mapping and analyzing customer needs - Formulating and refining messages - Setting Performance Standards - Setting Key Performance Indicators - Identifying key secondary customers - Weighing costs against benefits - Designing appropriate method and options for product/service delivery - Specifying relationships


BEST PRACTICES:STAGE 3 - DELIVER


BEST PRACTICES:

III. The DELIVER stage includes:

1. Controlling Delivery To Ensure Services Are In Accordance With Target Objectives, Timeliness, Budget And Standards 2. Seeking Feedback To Monitor The Effectiveness Of Products/Services And Improve Day-to-day Performance

3. Communicating Internally Across Organization's Operating Units And Externally With The Organization's Customer Base To Support Effective Delivery

4. Designing Work Routines And Job Responsibilities For Effective Delivery Of Products/Services


BEST PRACTICES:

STAGE 4 - EVALUATE


BEST PRACTICES:

IV. The EVALUATE Stage Checks That Products/ Services The Organization Delivers Are Regularly And Systematically Assessed For:

1. Effectiveness In Achieving Stated Outcomes

2. The Level To Which Performance Standards Have Been Met

3. Degree To Which Performance Indicators Have Been Achieved

4. Continuing Relevance Of Objectives And Design Features

5. Wider Anticipated Or Unanticipated Impacts


BEST PRACTICES:

STAGE 5 - SUPPORT


BEST PRACTICES:

V. The SUPPORT Function Mainly Addresses Responsibilities Such As:

* Human Resources, Skills and Deployment

* Financial Systems

* Technology, Equipment, and Supply Of Materials.

The preceding material on Best Practices was adapted from: “Best Practice in Park Interpretation and Education: A Report to the ANZECC Working Group on National Park and Protected Area Management”, Department of Natural Resources and Environment, Victoria New Zealand, April 1999


What Happens If You Are ProducingGoods Or Services In An Optimal Manner(Best Practice) And Your Customers Are

STILL NOT SATISFIED?

That Is When You Need To Explore The DEVELOPMENT Stage Of Your Organization!

THE Development Stage Consists of:

a. Strategic Planning b. Restructuring & Re-Engineering

c. Innovation

Adapted from Dembowski, F. (1997)


What is Innovation?

INNOVATION Is PEOPLE Implementing Ideas That Create New Value.

INNOVATION Has Several Key Factors: The InnovationDNA™ Model(Developed by: the InnovationNetwork)


What's Your Innovation Quotient?

Survey of People-Practices in Innovation™: Knowing Where to Begin

© InnovationNetwork, 2004 – 2010

Every organization is doing innovation

… at some level of expertise.

If you want to improve your innovation capabilities,

you need to know where to focus your efforts.


What's Your Organization's I*Q (Innovation Quotient)?

The following questions will help you see where your organization stands. Please rate these 10 questions as candidly as possible.

Ratings: 1 never/probably not; 2 sometimes/possibly 3. generally/maybe 4. usually/probably 5. always/definitely!

1. _____ Does at least 25% of your revenue come from products and services developed in the past 5 years?

2. _____ Do you consistently outperform your competition in things like customer service, quality, time to market, ROI, and profitability?

3. _____ Do you routinely solicit, listen to, and act on suggestions from people from every level and function of your organization?


4. _____ Do you encourage and stimulate interaction between departments and promote cross-functional projects?

5. _____ Have all of your improvement processes (TQM, reengineering, excellence, etc.) been as effective as you hoped?

6. _____ Do you regularly train people at all levels and in every function how to think and work together more effectively?

7. _____ Do people in your organization regularly have time available to think through situations, look at the big picture, bounce ideas off of peers, and experiment with possibilities?

8. _____ Is information freely and readily available to everyone in your organization rather than on a need-to-know-basis?

9. _____ Does your organization regularly review and update its assumptions, mission and goals and encourage everyone in the organization to do so also?

10. _____ Is ownership, rewards and risks, distributed widely through your organization through stock ownership plans or profit sharing plans?

_____ What Is Your Innovation Quotient? Add up the points for the 10 questions.


What Is Your Innovation Quotient?

1-14 - Your organization has a shaky grasp of innovation! If you don’t take immediate action, the world may be passing you by!

15-29 - You need an information boost! Organize some informal groups & start talking about innovation. Look at the questions that you rated the lowest & see if others agree with your assessment.

30-44 - You are on the right track! But you need to open your lines of communication! Ask all people in your organization what would make their work life better. What tools do they need? What information do they need? Do they understand their work processes & how they fit into the whole?

45-50 - Congratulations! Somehow you have managed to do what everyone else is talking about doing.

For more information, see: http://www.innovationnetwork.biz/mission/dna/index.html

http://www.innovationnetwork.biz/mission/dna/index.html


InnovationDNA™: Framework of

Principles

Developed by: InnovationNetwork

www.innovationnetwork.biz

http://www.innovationnetwork.biz/


InnovationDNA™: COMPONENTS:

Context: Interactions With Customers, Suppliers, Competitors & the Economy, Government, World Events, Communities and Families

Leadership: Role Models Who See the Possibilities For the Future.

People: The Source of Innovation.

Basic Values: The Backbone That Defines an Organization.

Innovation Values: The Mindset That Makes

the Impossible Possible.


Entryways and Outcomes of the InnovationDNA™

Entryways to Innovation

Ideas, Change, Passion and Trends These Are The Innovation Drivers.

Outcomes to Innovation

The Outcomes Lead To Yet Another Cycle:Renewal, Change, Reinvention, Trends


InnovationDNA™

Operational Elements of the Innovation DNA

How Do These Principles Show Up In Real Life?

Here Are Brief Descriptions of the Model’s Concepts:


CHALLENGE

Innovation Means Doing Things Differently, Exploring New Territory, Taking Risks (Going Out On A Limb!)

There Is Nothing That Pulls Innovation As Much As A Challenge That Captures the Imagination. It Happens In Organizations Big and Small Every Time People Are Excited By the Possibilities of Creating Better Products and Services and To Make A Difference In the World.


CUSTOMER FOCUS

All innovation should be focused on creating value for the customer, internal & external. Interaction with customers and understanding of their needs are the best stimulators of new possibilities and the motivation for implementing them.

A constant stream of ideas and innovation is created when everyone in an organization can identify with their customer(s). When the customer is a real presence to people, they get excited about finding new ways to add value.

Listening to customers is a priority here!


CREATIVITY

Everything starts from an idea

Great ideas = generating a lot of possibilities.

Leadership to foster the climate that encourages “blue sky” thinking and offers direction and stimuli to spur creativity.

Individuals must embrace challenges & push the boundaries of their thinking.

If you want ideas you have to create incentives that attracts them.

A core value is Curiosity: “There's Got to Be a Better Way.”


COMMUNICATION

Open Communication of Information, Ideas and Feelings

Both Infrastructure and Advocacy Must Exist To Promote the Free Flow of Information.

Leadership Must Model the Practices and Behaviors of Innovation

Organizations That Restrict Communication and Fail To “Think Together” Risk Disaster.

Sharing Information, Ideas, Experiences and Learning Is the Lifeblood of Innovation.


COLLABORATION

Innovation Is Group Process.

It Requires Interaction, Information And The Power Of Teams.

Multi-level And Cross Functional Project: --- Teams Bring Diversity: --- The Broadest Perspectives, --- The Most Ideas & ---The Greatest Abilities To Implement To Any Innovation Effort.

Innovation Is A Team Sport.

It Takes The Collaboration Of Lots Of People To Successfully Implement An Idea.


COMPLETION

Moving New Ideas Forward Into Reality Requires The Exploration Or Experimentation With A Variety Of Alternatives To Yield Superior Results.

Innovations Require Projects That Have Defined Processes And Strong Implementation Skills: … Decision-making, … Delegating, … Scheduling, … Monitoring, And … Feedback.

When Projects Are Completed, They Should Be Celebrated. Innovative Organizations Take New Products To Market Quickly!


CONTEMPLATIONMaking objective assessments of outcomes and costs of new projects is essential.

Gleaning the lessons learned from both fruitful and failed projects adds muscle to the cycle of success.

When adopted in a disciplined approach, contemplation adds invaluably to organizational wisdom.

Innovative organizations develop ways to collect and share the lessons to create "wisdom systems".

Create “learning histories” to capture lessons learned on new product development.


CULTURECulture is the "playing field" for all innovation projects and activities.

The organization must nurture the seeds of ideas and solutions to grow a culture that provides the climate for innovation to occur.

The Culture for Innovation requires: trust and respect, the willingness to take risks, the freedom to make choices, a continuous scanning for new trends, a commitment to systematically look for new ways to do things, and an equitable sharing of risks and rewards.


So, What Are the Roles of Best Practices and Innovation In an Organization?

In Order To Be Effective and To Survive, Your Organization Must Acquire Both Best Practices and Innovations.

Both Are Achievable, But Require Systematic Effort.

Good Luck!!


To View This Presentation Online, Go To:


To Contact the Author, Email:[email protected]



References used in this presentation:

Cameron, Kim S., and Whetton, David A. (1983) Organizational Effectiveness: a Comparison of Multiple Models, Academic Press.)

“Best Practice in Park Interpretation and Education: A Report to the ANZECC Working Group on National Park and Protected Area Management” Department of Natural Resources and Environment, Victoria New Zealand, April 1999

Dembowski, F., “The Roles of Leadership and Management in School District Administration”, the AASA Professor, vol. 20, no. 2 Fall, 1997.

Dembowski, F and Eckstrom, C., Effective School District Management, American Association of School Administrators, Arlington, Virginia 1999.

The Innovation Network, www.innovationnetwork.biz

What is your Innovation Quotient?http://www.innovationnetwork.biz/mission/dna/index.html

http://www.innovationnetwork.biz/

http://www.innovationnetwork.biz/mission/dna/index.html

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