Comparing Innovation Theories, Creative Thinking Techniques, Knowledge Transfer, And Strategies To Foster A Workplace Culture Of Innovation

Comparing Past and Present Innovation Theories and Thinking

1. Briefly compare the current theories and thinking about innovation with the innovation theories and thinking from the past. 

Traditionally, innovation had been associated with a limited range of objectives. The objectives included improving the product, process, and business model. In this context, disruptive innovation involves transforming the existing norms and traditions of industry and setting new benchmarks (Christensen et al., 2018). On the other hand, radical innovation involves incremental and focused product, service, or process improvement. However, modern entrepreneurs are more focused on creating a more holistic innovation model by aligning the strategic objective with internal resources. The focus, in this context, had shaped the concept of a learning organization. Learning organization refers to holistic innovation through collaborated knowledge development of the internal team members (Malik & Garg, 2020). Modern management focuses on establishing a culture that promotes cross-hierarchical communication and a horizontal decision-making approach. Collaboration among employees is considered a strategic tool to gather key insights and creative ideas that could ideally enhance the prospects of business operations. Employees are often provided incentives to engage in creative ideas and innovations that are feasible effective.

Moreover, organizations encourage employees to devote certain amounts of time to develop proactive, innovative thinking. The strategic goal is to ensure lateral thinking among the employees of an organization. In the current era, the fundamental innovation philosophy provides employees with adequate scope to express their respective innovative instincts.

2. List and explain 5 creative thinking techniques. 

Brainstorming involves the assemblage of internal members of an organization to provide key insights into an innovation process (Köse et al., 2018). Ideally, the members should share a common goal and strategic vision. Moreover, brainstorming involves members from various key departments to enrich the overall innovation process.

Storyboarding is a visual tool that highlights and illustrates a holistic idea of the overall innovation process (Miron et al., 2018). The strategic objective of storyboarding is to ensure that each key component of an innovation process is highlighted. The interrelationships and distinct features of the various components are highlighted through the storyboard.

The objective of role-play scenarios is to provide holistic ideas regarding business processes to the team members. Role-play activities help employees understand members’ thought processes from other departments. The process ideally helps to introduce fresh perspectives and ideas in the operations of various departments. 

The checklist is a systemic process of developing an innovation culture within an organization. The checklist comprises the cycle of creativity that an employee needs to comply with to ensure a learning organization and a culture of lateral thinking. 

Lateral thinking involves developing ideas that fundamentally challenge traditional views and processes (Knight et al., 2019). The strategic objective is to assess the validity of implementing unconventional methods to reach an effective solution. Lateral thinking involves creating alternate, untested ways to solve to enhance efficiency.

3. Explain methods to promote knowledge transfer and sustainable, innovative activities.

The initial measure for effective knowledge transfer is to convey the rationale and urgency of proactive learning and development among the internal team members (Thomas & Paul, 2019). The employees should be provided with a platform to express creative ideas. Ideally, knowledge transfer should create a culture of lateral thinking among employees. The internal team members should be encouraged to engage in lateral thinking through kinesthetic learning. Kinesthetic learning involves the practical and effective application of the learned knowledge (Kumar & Sharma, 2018). The management should be ready to accommodate space for occasional failure. This culture will ideally encourage the employees to acquire and apply knowledge effectively.

List of 5 Creative Thinking Techniques

Moreover, the direct involvement of the leaders can be considered a significant source of motivation for the employees. The leaders can proactively initiate brainstorming sessions and lead by example. The employees will perceive the leaders as role models and share their overall strategic vision. Through technological integration, knowledge transfer and management should be established as a sustainable part of the organization. Ideally, a well-coordinated and unified knowledge transfer mechanism should help share explicit and implicit experiences among the team members. A virtual knowledge community will help in the systemic transfer of the various key experiences gathered by the senior resources. The organized documentation, discussion and implementation of knowledge will benefit the tea members and strengthen the learning and development culture.

4. What are some innovative practices, processes, products, and services that organisations may use?

An organization can engage in a varied range of innovation processes. Disruption can be considered one of the most prominent processes. Disruptive innovation is generally implemented through technical integration and is designed to establish industry-wide best practices (Christensen et al., 2018). The innovation process may involve a transformation of product or process attributes. The business models can also be transformed through disruptive innovation. Product development is one of the key innovation strategies to transform certain aspects of the outputs to cater to a new market base (Pratono, 2018). Radical or incremental innovation is a focused strategy to modify certain aspects of products or services and align them with the shifts in preferences of the target consumers (Barba-Aragón & Jiménez-Jiménez, 2020). An organization may ensure innovation through stakeholder engagement. An efficient network, in this context, helps to streamline the process. Networking with the stakeholders helps ensure cost-efficiency and streamline manufacturing production processes. The strategic objective is to ensure innovation by implementing an innovative business model that offers higher value to the consumers than the competitors. Rewards and recognition of the employees are often established as a sustainable source of motivation for innovation. The culture promotes learning organization and collaborative innovation culture. Organizations often offer an open platform to ensure consumer engagement in the innovation process. For instance, prototype testing is offered as a platform to gather feedback and opinion of the consumers to strengthen the product innovation process.

5. What are some strategies that may be used to foster a workplace culture of innovation? 

One of the key strategies will be to ensure the collaborative involvement of the employees in the idea generation process. Brainstorming among the members of various key departments is considered one of the key strategies to gather the key insights of the employees regarding innovative product process development (Ritter & Mostert, 2018). Continuous culture of lateral thinking will ensure that the employees have the appropriate mindset required for innovation. The culture of lateral thinking will create a robust platform for generating innovative ideas in the long run. One of the key aspects of creating sustainable transformation within an organization is teamwork. Ideally, the dynamic innovation culture should be created through the involvement of volunteers who can lead and sustain transformation in the long run (Kurdve, Bird & Laage-Hellman, 2020). The volunteers, in this context, should be the team members who are especially inclined towards lateral thinking. One of the key responsibilities of the volunteers will be to generate proactive innovation ideas and lead the processes through teamwork. The leaders, in this context, should be rewarded through tangible and intangible reward forms. The objective will be to ensure the long-term association of the leaders through consistent sources of motivation offered by the management. The management should further ensure that employees are provided with adequate room to apply innovative ideas without the fear of failure.

Methods to Promote Knowledge Transfer and Sustainable Innovation Activities

6. What types of internal and external conditions or factors may impact on organisational innovation?

One of the key internal aspects of an organization is its core value (Zeb et al., 2021). Ideally, the core value will determine an organization’s strategic direction and shared vision. These fundamental aspects will shape the overall innovation trajectory of an organization in the long run. Internal aspects, including financial, human and infrastructure-related resources, determine the feasibility of innovation plans. Moreover, the core strategic plan of an organization determines the pattern and degree of innovation that can be accommodated in the long run. In this context, the range of strategic objectives includes consumer portfolio expansion, market penetration, and new market development, among others. 

PESTEL framework is often used as a strategic tool to examine the various aspects of the external environment of an organization (Çitilci & Akbal?k, 2020). The framework segregates the external environment into certain dimensions. The dimensions include a target market region’s political, economic, social, technological, environmental, and legal aspects. The detailed analysis through the analytical tool helps identify the potential scopes and challenges. The analysis can further help identify the feasibility of implementing innovation in financial terms. Competitive analysis can also ascertain the potential demand for a particular innovation. The assessment of consumer behaviour, available and potential competition, and substitute scope help determine the feasibility of the innovation process.

7. Outline the typical strategy used for identifying, assessing, and managing/overcoming risks and challenges associated with innovation.

Risk assessment and control are contingent on an organization’s internal resources and capabilities. SWOT analysis is traditionally used as an effective analytical tool to assess an organization’s attributes and limitations (Vlados, 2019). The framework primarily helps identify the overall attributes and capabilities of an organization. The organization’s financial human resources help. The next step of the process is to determine the limitations and key challenges of the organization in terms of infrastructure resources. The analysis will help address the gaps in risk analysis and management. The organization’s opportunities will determine the degree of risk that can be introduced as part of the innovation process. The opportunities may involve the scope of collaboration with other stakeholders human resource accommodation, among others. Analysis of threat determines the potential contingencies an organization may face as part of the innovation process. As per the hierarchy of risk control, elimination of the risk is the most preferred alternative (Lyon & Popov, 2019). Substitution refers to the replacement of high-risk aspects with comparatively less risky alternatives. Isolation will be the next preferred strategy that involves filtering out the risk to maximize the safety related to innovation.

8. What are five (5) of the typical challenges and barriers to innovation within an organisation? 

Innovation often involves the integration of technology and equipment. However, technological integration, in this context, may involve sustainability issues. An organization may face ethical issues related to key environmental aspects such as waste management safeguarding the interests of the overall community members, among others. These environmental factors can create barriers to innovation in the long run.

Innovative Practices, Processes, Products, and Services that Organizations May Use

A planned innovation process is based on the demand among target consumers (Comin, Lashkari & Mestieri, 2019). However, demands and preferences may shift drastically and create barriers to innovation. Moreover, volatile market conditions may result in a shortage of skilled resources who can execute the planned innovation effectively.

A planned innovation process may involve potential safety hazards of the internal resources engaged in manufacturing, procurement or distribution. Such possibilities can create significant barriers to planned innovation.

The failure of a production process’s technological and infrastructural components is one of the key contingencies that may derail innovation in the long run. These scenarios may lead to critical delays in the planned innovation project.

The internal resources may lack the requisite knowledge, training and experience to ensure the implementation of planned innovation (Kiefer, Del Rio Gonzalez & Carrillo?Hermosilla, 2019). Professional incompetence, in this context, may lead to a stagnant innovation process in the long run. 

Please look at the following sites for helping you answer different sections of the assignment 

https://www.viima.com/blog/innovation-management 

For this task you will play the role of the Operations Manager and apply innovative thinking and practice in the organisation. Your Trainer and fellow students will play the roles of employees within the organisation.

As the Operations Manager you will initiate and lead innovation within the organisation.

1. Assess the past and current trends and how innovative practices are managed at Online Media Solutions.

The past innovation trends had been solely limited to enhancing the profitability and revenues of an organization by innovating the product, process or business operations. The current trend at Online Media Solution involves the transition towards a more collaborative approach towards innovation. One of the key strategies to ensure employee engagement will be to establish a digital knowledge community within the organization to foster the growth of innovation through the exchange of ideas feedback among employees from various departments. However, the lack of an adequate innovation-centric culture and shared vision can be the two critical barriers to innovation within the organization (Goldring, 2019).   One of the key strategies to overcome this risk or potential barriers is to develop technically equipped and motivated teams to sustain innovation in the long run (Morgan, 2018). The risk management strategy will adopt a 70-20-10 approach towards innovation within the organization (Nieminen, 2018). This strategy implies that 70%, 20%, and 10% of the investment should be channelled towards an organization’s core, adjacent and transformational activities. The adjacent and transformational activities will determine the innovation expertise of the organization in the long run. The strategic objective will be to outperform the competitors in terms of the price-to-earnings ratio. The ratio will help compare the investment towards establishing the culture of innovation and the overall productivity achieved. The shared vision self-motivated innovation teams will help create a learning organization that supports continuous effort towards adjacent and transformational activities.

2. Identify the tools and techniques that may be used in the organisation to generate ideas and facilitate thinking amongst employees. To do this:

i. Research and analyse relevant conditions that support innovation and issues that impact innovative thinking and creativity.

ii. A culture based on continuous learning and development may be crucial to support innovation within the organization (Iriss, 2011). The employees should be allowed to implement a Laissez-Faire leadership style through the enhanced scope of autonomy (Baig et al., 2021). Autonomy will minimise management intervention and allow employees to independently schedule their time and assignments. Moreover, the organization should implement a coordinated system of assessing and developing the skills of the internal resources. In this context, Online Media Solutions can tie up with reputed technical universities and help the internal resources to gain certification and strengthen their respective learning and development. The knowledge development should be aligned with the planned innovation. Resistance to change can be considered one of the key barriers to implementing the change management processes (Sieczka, 2011). The potential barrier must be addressed through the phased implementation of the innovation culture.

Strategies to Foster a Workplace Culture of Innovation

ii. Research And Review Innovation Drivers And Enablers. 

The rapid shift in the technological paradigm is one of the key drivers for innovation changes (Prasetyo, 2019). The socio-cultural shifts may create significant shifts in the traditional consumer bases’ perception, taste, and demand. In such cases, the organization may need to shift to a different target market or modify their service and product. Globalization is also among the critical factors that may accelerate the need for innovation to align with industry-wide best practices. 

Collaboration among the internal resources and key partnerships with external stakeholders is among the key drivers of innovation within the organization. An organization’s research and development dimensions determine the overall feasibility of innovation in the long run. The skill and knowledge level of the internal resources is among the major contributors to an organization’s overall innovation feasibility. The capacity of an organization to accommodate technological integration determines how innovation may shape the future.

What aspects of your chosen leadership style have a positive impact on innovative thinking and practice?

I am inclined towards implementing the Transformational leadership style. One of the core aspects of the transformational leadership style is the reliance on a shared vision to implement the planned changes (Andriani, Kesumawati & Kristiawan, 2018). As a leader, I would create a strong rationale to create the team members’ urgency and requirement of innovative thinking. Moreover, a shared vision will enable me to create a common platform and strategic goal. Transformational leadership encourages feedback and participation from the team members (Andriani, Kesumawati & Kristiawan, 2018). As a leader, I will leverage this attribute and create a sustainable culture of brainstorming among employees. The team members will be encouraged to be participative and share their insights regarding innovation’s feasibility and scope.

Moreover, as a leader, I will create the scope of developing and implementing lateral thinking among the team members. Moreover, I will prefer to implement certain aspects of Laissez-Faire leadership. The objective will be to maximize the degree of autonomy provided to the team members. The internal resources will have the scope to engage in proactive innovation ideas and implement those. The team members will be allowed to align their objectives with the broader organizational goals in the long run. The democratic decision-making approach will complement the development of innovative thinking.

Following the analysis and research conducted, determine what practices should be implemented to promote sustainable innovation activities in the organisation.

1. Determine and assess the requirements that will be used at Online Media Solutions to promote   sustainable innovative activities. 

One of the key strategies will be to establish a culture of self-leadership (Adler & Karlsberg, 2022). The team members should be allowed to take ownership of their performances. The employees will be allowed to assess their development through 360-degree feedback. The feedback will include the key stakeholders such as peers management team members, among others. Moreover, the team members will be empowered to assess and communicate their training and development needs to the management. A flexible and horizontal decision-making approach should be established within the organization. Ideally, a clan-shaped culture should be established to minimize the scope of innovation barriers such as bureaucratic red tape. Ideally, innovation and lateral thinking should be rewarded with incentives acknowledgement. Ideally, the rewards should be perceived as adequate and justified, compared to the value of the innovative ideas provided by the individuals or the teams. The management should create a system of concrete feedback from the team members. Ideally, digital surveys should be implemented at regular intervals to obtain key information from the team members. The range of information will include the scope of learning and the expression of innovative ideas available in the organization. Further, the employees can provide proactive feedback regarding the scope of innovation. The management will reward the most feasible idea.

Conclusion

2. Develop strategies and process in relation to innovation. The following must be covered:

i. How relevant knowledge about the organisation is to be communicated amongst all employees.

Knowledge sharing should be facilitated through technological integration. The efficient transfer of knowledge, mentorship, and proactive attitude reflected in the digital knowledge management community will be rewarded through special recognition and incentives (Belin, 2021). This strategy will create a sustainable source of motivation to transfer explicit and tacit knowledge in an organized manner.

ii. How innovation is an integral part of the organisation’s activities. 

The innovation process and overall output need to be integrated into the organizational outputs through prototyping (Business Queensland, 2022). Prototyping will ensure the rights of the innovation, and the testing protocols will help accommodate stakeholders such as consumers as part of the overall processes. A holistic approach to innovation, aligning both the supply chain and the customers, must be established.

iii. How individual and team contribution to innovation will be monitored. 

Innovation will be primarily measured based on the cost-benefit analysis of the overall process (Business Queensland, 2022). The investment channel towards sustainable innovation will be compared with the improvement of the overall revenue that resulted from the changes. The monitoring will be conducted quarterly.

iv. Strategies to identify and analyse potential barriers and risks to innovation. 

One of the significant potential barriers will be the resistance to change displayed by the senior resources accustomed to a certain culture within the organization (Oppel, 2005). Open communication will be used as a strategic tool to convey the rationale of the innovation process. 

The following protocols will be adopted to sustain innovation practices:

• The core values of the organization will include shared vision, simultaneous growth and long-term association
• The employees will be encouraged to proactively participate in a weekly brainstorming session and express their innovative ideas
• The management will encourage innovative ideas through rewards and acknowledgement
• The management will establish a coordinated digital knowledge management infrastructure to support mentoring and knowledge transfer
• The team members will be encouraged to communicate across hierarchies.
• Team activities such as role-play will be initiated to gain a holistic idea about the overall scope of innovation
• Successful mentoring initiatives will be rewarded with financial incentives and acknowledgement by the leadership team

1. The knowledge transfer system will be beneficial

Strongly Disagree	Disagree	Neutral	Agree	Strongly Agree
1	2	3	4	5

2. Will reward for innovation motivate you?

Strongly Disagree	Disagree	Neutral	Agree	Strongly Agree
1	2	3	4	5

3. Collaborative culture will be helpful

Strongly Disagree	Disagree	Neutral	Agree	Strongly Agree
1	2	3	4	5

4. Autonomy through Laissez-Faire leadership will be beneficial

Strongly Disagree	Disagree	Neutral	Agree	Strongly Agree
1	2	3	4	5

5. Weekly brainstorming sessions will be beneficial

Strongly Disagree	Disagree	Neutral	Agree	Strongly Agree
1	2	3	4	5

• The scope of management intervention will be minimized. The employees can develop flexible schedules and priorities. 

• The objective will be to devote at least 10% of the overall allotted time to develop adjacent and transformative strategies 

• The team members will be expected to develop quarterly self-assessments. 

• The management will also create a platform for employee feedback regarding the need for training, learning and development. Online surveys will be circulated to allow the employees to share feedback in this context. 

• The most feasible innovation ideas will be individually rewarded. The quarterly audit will be conducted to determine the most feasible innovative ideas.

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