I would like to use the words "Innovation = Profitability & Growth" to explain how change of the CUSTELL company happens:
1. ASSESS INNOVATIVENESS
The first thing is to assess and benchmark the company. Part of the assessment should be to identify the current barriers to successful innovation that are unique. There are a number of tools and services available that staff could use to assist the company to complete assessment.
2. PLAN CHANGE
Once we have assessed your ‘Innovativeness’ then design and implement a change plan in response to what the company has got through and learned. This plan should state the innovation vision or goal with simple clarity. It will then explain the strategy to break down the ‘barriers to innovation’. Part of this strategy will explain how to encourage a culture of innovation that is uniquely from the company's. Finally set some measurable (SMART) innovation objectives to measure the progress.
3. MAP YOUR JOURNEY
Design or adopt an ‘Innovation Journey Plan’ (or process) that will provide a common map forpeo ple to follow. Then support it with tools, training and an executive review process.
A consistently applied Innovation Journey Plan is essential to ensure that it is easy for staff to facilitate and manage innovation and to collaborate effectively on each innovative idea. There are a number of tried and proven Innovation Processes that could select from. The important thing is good structure that is flexible, supportive and collaborative.
4. SYSTEMISE INNOVATION
Implement a system to manage innovation through the ‘Journey Plan’.
Innovation should be systemised to support people on their journey and to measure and managed all innovation activity. This ensures innovation program is focussed and the desired outcomes are achieved. It is important to monitor the progress of each innovation as it travels through the Journey Plan (innovation pipeline) and to prioritise those innovations that will deliver the greatest return to the enterprise.
To ensure that high return innovations progress through the pipeline and get appropriate commitment and resources, we need to have clearly defined criteria in place for key stages of the journey. These criteria must be met by each innovation before it can progress through of the pipeline.
5. MEASURE AND MANAGE
In line with the innovation and measure and review them regularly. By setting innovation for each business unit, group and team and in some cases individuals – and then measuring and reviewing progress – it will help change behaviour of the organisation to be more innovative.
Each year or two reassess your innovativeness and adjust the plan according to the outcome. This ensures that the company is always striving for the ultimate culture of innovation that will ensure its competitiveness and the survival and growth.
To conclude, innovation is the lifeblood for sustaining both the enterprise and its key relationships.
by Ricky Kwoonkay Chan
Do the organizational change have some influence on the life of the stuff
ReplyDeleteHi Ricky,
ReplyDeleteThank you for sharing the information about your organization. I think you have used the "Innovation change model" to describe the change within your organization. It helps me to get a deeper understand of this change model. Besides I just want to get more information about your organization. Is it a company and what kind is the company? (If you think my question has nothing to do with the topic, you don't have to answer me) Thank you!!!