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![Page 1: Chapter 10 Innovation and Change. Purpose of the Chapter Discuss how organizations change How managers can direct the innovation and change process Discuss.](https://reader035.fdocuments.in/reader035/viewer/2022081512/5697bf921a28abf838c8f457/html5/thumbnails/1.jpg)
Chapter 10Innovation and Change
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Purpose of the ChapterDiscuss how organizations change
How managers can direct the innovation and change process
Discuss the Role of Change
Discuss the different types of change
Discuss organizational structure and management techniques for influencing implementation and creation of change
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What is change?
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Role of Change
•Adapting to change is necessary for survival
•Importance of IT
•Recent trends -> Horizontal Structures
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Incremental Vs. Radical Change
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Strategic Types of Change•Product and Service
•Strategy and Structure
•Culture
•Technology
•The types of changes are interdependent
•Environmental Changes
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Group Activity•The iPhone 6s
•Vertical to Horizontal Structure
•Creation of Ebay
•Creation of Sales Team
•Creation of a company soccer team
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Group Activity•The iPhone 6s – Incremental Product Change
•Vertical to Horizontal Structure – Radical Structure
•Creation of Ebay – Radical Service
•Creation of Sales Team – Incremental Strategy/Structure
•Creation of a company soccer team – Incremental Culture
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Elements for Successful Change
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Technology Change
•The Great Contradiction
•Ambidextrous Approach
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Techniques for Encouraging Technology Change
•Switching Structures
•Separate Creative Departments
•Venture teams
•Corporate Entrepreneurships
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New Products and Services Change
Changing the current product or services is a special case
of innovation
uncertainty
Based in technology of an organization
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Success Rates
80% of new products fail upon introduction and another 10% disappear within 5 years.
o Riskyo (1994) study of 19 chemical, drug, electronics, and
petroleum labs about success rates…success: new product had to pass 3 stages of
development: technical completion, commercialization and market success.
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Product Success
Study called SAPPHO looked at 17 pairs of new product innovations with one success and one failure in each pair:
o Successful innovating companies paid more attention to market and customers, made use of external advice and resources, and there was good top management support
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Horizontal Coordination Model·
Organizational design for successful product creation deals with internal communication and information sharing.
4 components: specialization, boundary spanning, and horizontal coordination
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Specialization, Boundary Spanning
SpecializationThere are key departments in the creation of a new
product – the marketing, R&D, and the production departments
o departments need to have special skillsBoundary Spanning
This deals with the external environment and the use of resources (boundary – outside).
·
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Horizontal Coordination
Information sharingo R&d share new technologieso Marketing people provide information on customers
needs, desires, and complaints o Production – both marketing and r and d work with
the production department o Cross functional teams
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Horizontal Coordination Model
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Why does this matter?
Better chance of product success
Better opportunity for different ideas
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Achieving Competitive Advantage: the need for speed
Adaptability, able to anticipate change
Horizontal flow of information vs sequence
Time based competition
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Fast Cycle TeamsUsed to complete projects under very quick deadlines. They
Used on highly important projects to deliver product or services faster than competitors
Multifunctional and multinationalMultinational – understanding produced trends globally,
meeting diverse needs of people around the world.
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Strategy and structure change
Shift towards more horizontal structures (radical change)· Trends:
o Companies changing to virtual network strategies and structures
o Process of the change is different from new product or service change
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Dual Core Approach
Compares administrative and technical changesAdministrative: the design and structure or the organizationo Occurs less frequently than technical changes
Identifies unique process of administrative changeEach core has its own center for innovations
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Organizational design for implementing administrative changes
Administrative innovations - mechanistic
technical innovations- organic
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Administrative Change or Technical Change
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Dual Core Approach Con’t.
Types of organizations with two cores: (technical and administrative) hospitals, schools, welfare agencies etc. each core has own employees, tasks and environmental changes
important for non-profit organizations
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Why does this matter?
Change identification
G.S.S alignment
Successful Implementation of change
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Culture Change
a change in the values, attitudes, expectations, beliefs, abilities, and behaviour of employees
fundamentally shifts how work is done in an organization
can lead to a renewed commitment and empowerment of employees
can lead to a stronger bond between the company and its customers
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Forces for Culture Change
Re-engineering and Horizontal Organizing
Diversity
The Learning Organization
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Organization Development Interventions for Culture Change
Organization Development: a method of bringing about culture change which focuses on the human and social aspects of the organization as a way to improve the organization’s ability to adapt and solve problems
Emphasizes the values of human development, fairness, openness, freedom from coercion, and individual autonomy
Techniques:
Large Group Intervention
Team Building
Interdepartmental Activities
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Strategies for Implementing Change
implementation is the most important part of the change process, but also the most difficult
change is frequently disruptive and uncomfortable for managers and employees
Leadership for Change
Barriers to Change
Techniques for Implementation
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Leadership for Change
develop the personal qualities, skills, and methods needed to remain competitive
Change Leaders
Continually growing need for change and the need for leaders who can successfully manage change
Starts from the top management leadership style
Transformational Leadership
Clear and concise vision
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Leadership for Change (cont’d)
Three stages of the change commitment process
Preparation
Acceptance
Commitment
Installation
Institutionalization
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Barriers to Change
Excessive focus on costs
Failure to perceive benefits
Lack of coordination and cooperation
Uncertainty avoidance
Fear of loss
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Techniques for Implementation
Establish a sense of urgency for change
Establish a coalition to guide the change
Create a vision and strategy for change
Find an idea that fits the need
Create change teams
Foster idea champions
Develop plans to overcome resistance for change
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Techniques for Implementation
Develop plans to overcome resistance to change:
Alignment with needs and goals of users
Communication and training
An environment that affords psychological safety
Participation and involvement
Forcing and coercion
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Kurt Lewin’s Change Model (3 Phases)
Stage 1: Unfreezing
Stage 2: Changing
Stage 3: Refreezing
The Force-field Analysis Technique