Management of Innovation - process and creativity

Résumé du document

We use the word 'Innovation' a lot currently. In reports, in all the internal communications, in the Union speeches, in the advertising campaigns, in politics, this word is up-to-date in every business and every organization. In this way, a companies which do not put in place innovative processes are going to die. They will not perform in their market. They let the doors open to competitors to catch up with them, even to exceed them. Starting from a challenge or a need, innovation is a strategic priority in a context in which organizations have to be constantly different. The innovation process is itself in evolution and now touches all domains, organisation, services, management etc. Traditionally reserved for the marketing department and the R&D, innovation concerns all the departments of the company, sometimes using the customers participations. Being part of the entire organizational system, innovation has become important relying on the creativity and everybody's skills. According to West and Farr, innovation is 'the intentional introduction and application within an organization of ideas, processes, products or procedures, new to the unit of adoption, designed to significantly benefit the organization'. In this way, it is a deliberate, precise and consulted act by the company, which starts by an idea and goes to implementation. Working in a family business, named DESERTOURS, we perform in a challenging and competitive market.

Extraits

[...] Bibliography Bellon, B To innovate or to disappear. Paris : Economica. Amabile, T.M., Conti, R., Coon, H. Lazenby, J. and Herron, M Assessing the work environment for creativity. Academy of Management Journal : pp. 1154-1184. Bellon, B The creative innovation. Paris : Economica. Bandury, C. and Mitchell, W The effect of introducing incremental innovations on market share and business survival. Strategic Management Journal : pp. 161-182. [...]

[...] Osborn, A Your Creative Power. How to Use Imagination to brighten life, to get ahead. New York : n.d. Peters, T Re-imagine!. London : DorlingKindersey. Pons, F.M Promotion of innovation within organisations. Conference. ISTM, Paris, France. Serieyx, H How to face change issues in the manage Paris : Hachette. Shipton, H. West, M., Dawson, J., Birdi, K. and Patterson, M Human Resource Management as a predictor of innovation. Human Resource Management Journal. [...]

[...] They can emerge as projects and be implemented into innovation in our company. The more we make progress in the process, the more risky are financial aspects. Our company performance and the created value by the innovation depend on our focus on the best projects. In this way, we estimate that one of the best success factors of performance is to develop capabilities to manage projects and their visions. This management of “projects portfolio” allows us to be concerned about risk for all the projects. [...]

[...] An innovation is essential. Attaining goals (performance and profit) must be the ultimate objective of the innovation process. Failure can happen. We have to learn from them, because it is not only a loose of investment but also a loose of employees' morale. A successful promotion of innovation requires engagement and participation of the involved people. I nnovation must be shared with its dreams and its challenges, with motivation and confidence within our company DESERTOURS™, composed of members who work together. [...]

[...] satisfaction. IMPROVEMENT According to Pons (2002), the main target is to answer this question: “when did we put in place this innovative action?”. we want to be reactive? To be in accordance with customers expectations or norms? To improve products, services, working conditions, profitability ? To anticipate the future clients expectations? What will be the “most important” for tomorrow? This diagram is adapted to show the level of contribution of each innovative step that we put in place. We have understood that innovation came from a need, a challenge (to maintain a leadership, for instance), whereas a problem came from a lack. [...]