Coordinator & Facilitator

Manoj Ghadge

The process by which organizations move from their

present state to some desired future state to increase

their effectiveness.

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Human resources

Functional resources

Technological Capabilities

Organizational Capabilities

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Technology changes: changes in production process

including knowledge and skill base that enables

distinctive competence.

Product and service changes: pertain to the product

and service output of an organization.

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Strategy and structure change: pertain to the

administrative domain in an organization.

Culture change: change in behavior of employees;

these are the changes in the mindset rather than

technology.

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Idea

Need

Adoption

Resources

Implementation

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Organizational conditions that promotes new ideas are not

generally the best for implementing those new ideas for routine

production

Organic versus Mechanistic structure –

innovation creation versus innovation utilization

How to resolve this dilemma ?

Ambidextrous approach

A design approach that incorporate structure and management

process that are appropriate to both the creation and

implementation of innovation

Design element for exploring new ideas and exploiting current

capabilities8

Switching Structures – create an organic structure

Creative Departments – department for innovation

Venture Teams – a small company within the

organization

Corporate Entrepreneurship – promote entrepreneurial

spirit

Collaborative Teams – collaboration for innovation

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Horizontal Coordination Model:

Specialization

Boundary Spanning

Horizontal Coordination

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Certain drivers affect

1. ideas

2. needs

3. adoption

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CHANGE DRIVERS SOURCE OF CHANGE DRIVERS

Social Issues such as gender, race, age, diversity, or work-family conflict

Political Pressures to manage public appearance and legal consideration

Economic Financial Pressure on a Firm

Technological Innovation and technological improvements necessary to compete

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Reengineering and Horizontal Organization

The Learning Organization

Diversity

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Team Building

Large Group Intervention

Interdepartmental Activities

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Excessive focus on costs

Failure to perceive benefits

Lack of coordination and cooperation

Uncertainty avoidance

Fear of loss

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Leadership for Change: 80% of successful innovativecompanies have top leaders who reinforce the value andimportance of innovation.

1. Establish a sense of urgency for change.

2. Establish a coalition to guide the change.

3. Create a vision and strategy for change.

4. Find an idea that fits the need.

5. Develop plans to overcome resistance.

6. Create change teams.

7. Foster idea champions.

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Change, not stability is the challenge for managers

There are four types of change

Organic structures foster innovation

A top-down approach is best for change and strategy

Top managers must foster culture change

The implementation of change can be difficult

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Happy Reading …

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