Organizational Culture and Innovation

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Culture
Organizational
Culture and
Innovation
Shaping Organizational Culture
Adapting and Innovating
Technology and Innovation
Intrapreneurship
Organizational Culture and Innovation
Managing Change for Organizations
Organizational
Culture and
Innovation
Managing Change for Employees
(continued)
Organizational Culture and Innovation > Culture
Culture
• Defining Organizational Culture
• The Impact of Culture on an Organization
• Types of Organizational Culture
• Core Culture
www.boundless.com/management/textbooks/boundless-management-textbook/organizational-culture-and-innovation-4/culture-33/
Organizational Culture and Innovation > Shaping Organizational Culture
Shaping Organizational Culture

• Building Organizational Culture
• Communicating Organizational Culture
• Building a Culture of High Performance
www.boundless.com/management/textbooks/boundless-management-textbook/organizational-culture-and-innovation-4/shaping-organizational-
culture-35/
Organizational Culture and Innovation > Adapting and Innovating
Adapting and Innovating

• Benefits of Innovation
• Characteristics of Innovative Organizations
• Types of Innovation
• Speed of Innovation
• Sustainability Innovation
• Social Innovation
• Commercializing Innovative Products
• Fostering Innovation
www.boundless.com/management/textbooks/boundless-management-textbook/organizational-culture-and-innovation-4/adapting-and-innovating-
36/
Organizational Culture and Innovation > Technology and Innovation
Technology and Innovation

• Technology as a Driver and Enabler of Innovation
• The Technology Life Cycle
• Assessing an Organization's Technological Needs
• Understanding Current Trends in Technology
• Sourcing Technology
www.boundless.com/management/textbooks/boundless-management-textbook/organizational-culture-and-innovation-4/technology-and-
innovation-37/
Organizational Culture and Innovation > Intrapreneurship
Intrapreneurship
• Defining Intrapreneurship
• Building Support for Intrapreneurship
www.boundless.com/management/textbooks/boundless-management-textbook/organizational-culture-and-innovation-4/intrapreneurship-38/
Organizational Culture and Innovation > Managing Change for Organizations
Managing Change for Organizations

• Managers as Leaders of Change
• Types of Organizational Change
• Inside and Outside Forces for Organizational Change
• Common Targets of Organizational Change
• Organizational Development
www.boundless.com/management/textbooks/boundless-management-textbook/organizational-culture-and-innovation-4/managing-change-for-
organizations-39/
Organizational Culture and Innovation > Managing Change for Employees
Managing Change for Employees

• Phases of Organizational Change: Lewin
• Strategies for Successful Organizational Change
• Steps to Smooth Organizational Change: Kotter
www.boundless.com/management/textbooks/boundless-management-textbook/organizational-culture-and-innovation-4/managing-change-for-
employees-40/
Appendix
Key terms
• Alignment The process of adjusting a mechanism (or business) so that its parts act in concert.
• attribute A characteristic or quality of a thing.
• Buy-in Support; agreement; approval; blessing (in a secular sense). A sense of believability in the potential outcomes achieved
through group process.
• Cannibalization The reduction of sales or market share for one of your own products by introducing another.
• catalyst Someone or something that encourages progress or change.
• change management The controlled implementation of required changes to some system; includes version control and planned
fallback.
• commercialization The act of positioning a product to make a profit.
• competitive advantage Something that places a company or a person above the competition.
• comprehensive Broadly or completely covering; including a large proportion of something.
• Core Culture The underlying value that defines the organization's identity through observable culture.
• creativity The quality or ability to create or invent something.
• cultural Of or pertaining to culture.
• culture The beliefs, values, behavior, and material objects that constitute a people's way of life.
• culture The beliefs, values, behavior, and material objects that constitute a people's way of life.
• Defense Mechanisms Psychological strategies (such as denial, repression, or rationalization) that are brought into play to avoid
or adjust to uncomfortable situations.
• demographic A characteristic used to identify people within a statistical framework.
• devise To use one's intellect to plan or design something.
• early adopter A person who begins using a product or service at or around the time it becomes available.
• efficiency The extent to which a resource, such as electricity, is used for the intended purpose; the ratio of useful work to
energy expended.
• entrepreneur A person who organizes and operates a business venture and assumes much of the associated risk.
• forecasting To estimate how a condition will be in the future.
• Foresight The ability to accurately estimate future outcomes.
• high-performing team groups that are highly focused on their goals and that achieve superior business results.
• incremental Occurring over a series of gradual increments, or small steps.
• incremental model A method of product development where the model is designed, implemented, and tested incrementally (a
little more is added each time) until the product is finished.
• inertia The property of a body that resists any change to its uniform motion; equivalent to its mass. Figuratively, in a person,
unwillingness to change.
• innovation A change in customs; something new and contrary to established customs, manners, or rites.
• innovation The introduction of something new; the development of an original idea.
• introspection Self-assessment, or an individual or company looking inward to measure certain strengths and weaknesses.
• joint venture A cooperative partnership between two individuals or businesses in which profits and risks are shared.
• leading To conduct or direct with authority.
• macroeconomic Relating to the entire economy, including the growth rate, money and credit, exchange rates, the total amount
of goods and services produced, etc.
• normative Of, pertaining to, or using a norm or standard.
• organization A group of people or other legal entities with an explicit purpose and written rules.
• organization A group of people or other legal entities with an explicit purpose and written rules.
• organizational culture The collective behavior of the people who make up an organization, including values, visions, norms,
working language, systems, symbols, beliefs, and habits.
• Organizational Psychology The scientific study of employees, workplaces, and organizations.
• paradigm A system of assumptions, concepts, values, and practices that constitutes a way of viewing reality.
• patent A legal right to a particular innovation, protecting it from being copied or employed by another without consent or license.
• performing The stage of group development when the the team is able to function as a unit, finding ways to get the job done
smoothly and effectively without inappropriate conflict or supervision.
• proactive change The shifting or transitioning of individuals, teams, and organizations from a current state to a desired future
state before being incited by an event.
• productivity The rate at which products and services are produced relative to a particular workforce.
• productivity The rate at which goods or services are produced by a standard population of workers.
• proliferate To increase in number or spread rapidly.
• reactive change The shifting or transitioning of individuals, teams, and organizations from a current state to a desired future
state in response to an event.
• SBUs Strategic Business Units; separate elements of a company, organized by similarity of processes and objectives.
• Scalable Able to change in size or to scale up.
• Scouting The act of seeking or searching.
• SMART Goal-setting criteria: Specific, Measurable, Attainable, Realistic, and Timely.
• social Of or relating to society.
• social capital The value created by interpersonal relationships with expected returns in the marketplace.
• Sourcing The supply of resources needed by a particular company or individual.
• sustainability Configuring human activity so that societies are able to meet current needs while preserving biodiversity and
natural ecosystems for future generations.
• Synchronization The process of aligning all inputs to optimize output.

• viability The ability to live or to succeed.
• vision A clear, distinctive, and specific vision of the future, usually connected with a leader's strategic advances for the
organization.
Systems model of the action research process

All areas of change can be viewed through a number of internal change processes. This diagram is a good illustration of how the process may unfold.
Feedback and transformation from a given input state to a desired output state are the underlying goals of change management.
WikiPedia. "Systems Model of the Action Research Process." CC BY-SA 3.0 http://upload.wikimedia.org/wikipedia/commons/c/c5/Systems_Model_of_Action-
Research_Process.jpg View on Boundless.com
Technology and Market Share

As successive groups of consumers adopt new technology a bell curve emerges - this is referred to as the innovation adoption life cycle (the blue bell
curve on the above graphic). The percentages on the x-axis indicate the size of the populations (relative to the entire consumer group for a given good)
in each segment. By keeping pace with technological innovation, and offering products early enough to capture the majority of the market, businesses
can gain competitive advantage. If a business is too late to enter a newly emerged technological market, it can be quite difficult to attain a high
percentage of the market share, as represented on the y-axis (which has often been claimed by other incumbents, as the intersecting yellow line on the
graph indicates).
Wikimedia. CC BY-SA http://upload.wikimedia.org/wikipedia/commons/1/11/Diffusion_of_ideas.svg View on Boundless.com
Example of a social innovation program

A health camp conducted for villagers as part of the Social Innovation Program at SOIL, in partnership with the Max India Foundation.
Wikimedia. "SIP Max health camp." CC BY-SA http://commons.wikimedia.org/wiki/File:SIP_Max_health_camp.jpg View on Boundless.com
New York Yankees

A Great Team
Wikipedia. "Key Three." CC BY-SA http://en.wikipedia.org/wiki/File:Key_Three.jpg View on Boundless.com
Short-term wins
A step in Kotter's model of change is to celebrate short-term wins while working toward an overall goal of change.
Open ClipArt. "OpenclipartMedallionPeterM." Public domain http://openclipart.org/people/PeterM/PeterM_Medallion.svg View on Boundless.com
Nokia cell phone

Nokia successfully transformed itself from a logging company to an electronic-communications company through innovation.
Wikimedia. "Nokia 1662." CC BY-SA http://commons.wikimedia.org/wiki/File:Nokia_1662.jpg View on Boundless.com
People working at Wikimedia

Even small things, such as the way an office space is set up, can set the tone for organizational culture.
Wikimedia. "People Working At Wikimedia." CC BY-SA http://commons.wikimedia.org/wiki/File:People_Working_At_Wikimedia.jpg View on Boundless.com
Kurt Lewin
Lewin was an influential behavioral and organizational psychologist who proposed the Phases of Change Model.
Wikipedia. "Kurt Lewin." Public domain http://en.wikipedia.org/wiki/File:Kurt_Lewin.jpg View on Boundless.com
A manager providing advice to a team

Organizational development is often facilitated with the assistance of a "catalyst" or "change agent" such as an influential manager.
Wikimedia. "Indian manager." GNU FDL http://commons.wikimedia.org/wiki/File:Indian_manager.jpg View on Boundless.com
Innovation
Cartoon shows the challenge of translating innovation (designers) to economic success.
Wikimedia. "Design Management in brief." CC BY-SA http://commons.wikimedia.org/wiki/File:Design_Management_in_brief.jpg View on Boundless.com
Generic strategy
Maintaining focus on learning and growth (e.g., employee training), internal business processes (e.g., establishing partnerships), customer-oriented
processes (e.g., inspiring loyalty), and financial concerns (e.g., maximizing shareholder value) is integral to successful change management.
WikiPedia. "Generic Strategy Model." CC BY-SA 3.0 http://commons.wikimedia.org/wiki/File:Generic_Strategy_Map.png View on Boundless.com
Technology life cycle chart

This chart illustrates the stages in the technological life cycle.
Wikimedia. CC BY-SA http://upload.wikimedia.org/wikipedia/commons/d/db/Tecnology_Life_Cycle.png View on Boundless.com
Technology adoption life cycle

This adoption chart highlights the way in which consumers embrace new products and services.
Wikimedia. CC BY-SA http://upload.wikimedia.org/wikipedia/commons/d/d3/Technology-Adoption-Lifecycle.png View on Boundless.com
A change agent
Marissa Mayer was recruited from Google to be the Yahoo CEO so she could set and execute the strategy that might turn the company around.
Wikipedia. "Marissa Mayer." CC BY-SA http://en.wikipedia.org/wiki/File:Marissa_Mayer.jpg View on Boundless.com
Stages in technology development

Technology develops through a series of stages: basic technology research, research to prove feasibility, technology development, technology
demonstration, system/subsystem development, and system test, launch & operations.
Wikimedia. CC BY-SA http://upload.wikimedia.org/wikipedia/commons/7/72/NASA_TRL_Meter.jpg View on Boundless.com
Cycle of Research and Development

The Cycle of Research and Development moves through theorizing, to hypothesizing, to design, to implementation, to study, and back to theorizing to
begin the cycle again.
Wikipedia. "Cycle of Research and Development." CC BY http://en.wikipedia.org/wiki/File:Cycle_of_Research_and_Development.gif View on Boundless.com
Organization triangle
This organization triangle illustrates the idea that structure, process, and the people involved all contribute to the culture of an organization.
WikiPedia. "Organization Triangle." CC BY-SA 3.0 http://upload.wikimedia.org/wikipedia/commons/1/1d/Organization_Triangle.png View on Boundless.com
Innovation process
Innovation involves continuous improvement throughout phases of a development program. Phases can be iterative and recursive (meaning that they do
not proceed linearly from one to the next; rather, earlier phases can be returned to for further improvement as needed). Such phases include market
analysis and consumer research, which progress to design and prototyping, after which follow naming and packaging design and ultimately retail and
production support.
Wikimedia. "Vertical Innovation Process." CC BY http://commons.wikimedia.org/wiki/File:Vertical_Innovation_Process.jpg View on Boundless.com
Product Innovation Approach

production support.
Wikimedia. "Common (or traditional) Product Innovation Approach." CC BY
http://commons.wikimedia.org/wiki/File:Common_(or_traditional)_Product_Innovation_Approach.jpg View on Boundless.com
Product innovation approach

production support.
Wikimedia. "Common (or traditional) Product Innovation Approach." CC BY
http://commons.wikimedia.org/wiki/File:Common_(or_traditional)_Product_Innovation_Approach.jpg View on Boundless.com
Technological Innovation Chart

This chart demonstrates the pattern of innovation over time. Note the overlapping trajectories of technologies: one product may dominate the market and
grow at a high rate; the next ("emerging") product may start low while the other product is dominant but in turn grow to dominate the market even more
thoroughly than the first, as technology and production are refined and improved.
Wikimedia. CC BY-SA http://upload.wikimedia.org/wikipedia/commons/e/e0/InnovationLifeCycle.jpg View on Boundless.com
Technology expansion
Sometimes technology can dramatically transform feasibility in a given industry or product line, expanding the supply and demand potential. Capturing
this opportunity, or avoiding the negative repercussions, requires careful and quick change management.
WikiPedia. "Technology Expansion." CC BY-SA 3.0 http://upload.wikimedia.org/wikipedia/commons/thumb/e/ef/PPF_expansion.svg/760px-PPF_expansion.svg.png
View on Boundless.com
The reengineering process

Change management is often termed a "re-engineering process." This flowchart shows the reciprocal relationships involved in each step: the mission
defines and is accomplished via work processes, which execute and are guided by decisions, which consider and are supported by information, which
employs and are processed via technology.
WikiPedia. "Reengineering Process." CC BY-SA 3.0 http://upload.wikimedia.org/wikipedia/commons/4/40/Reengineering_guidence.jpg View on Boundless.com
Schein's model of organizational culture

Diagram of Schein's organizational behavior model, which depicts the three central components of an organization's culture: artifacts (visual symbols
such as office dress code), values (company goals and standards), and assumptions (implicit, unacknowledged standards or biases).
Wikipedia. "Schein." CC BY-SA 3.0 http://en.wikipedia.org/wiki/Edgar_Schein View on Boundless.com
Schein's model
Diagram of Schein's organizational behavior model, which depicts the three central components of an organization's culture: artifacts (visual symbols
such as office dress code), values (company goals and standards), and assumptions (implicit, unacknowledged standards or biases).
WikiPedia. "Schein." CC BY-SA 3.0 http://upload.wikimedia.org/wikipedia/commons/0/01/Schein's_Model.JPG View on Boundless.com
Cultural change in an organization

The feedback loop of cultural change in an organization involve people's intentions to enable, engage, encourage, and exemplify the new desired
behaviors; this in turn influences the frequency of behaviors. After enough reinforcement, those behaviors become the norm, which self-reinforces
through increasing people's exemplification of those behaviors.
Wikipedia. "Culture change model." CC BY-SA http://en.wikipedia.org/wiki/File:Culture_change_model.jpg View on Boundless.com
View on Boundless.com
Attribution
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