Response to Classmates Discussions

BUS 637 Week 3 - Discussion Forum 1

· Lisa Schreiner

Operating a silo thinking structure in an organization is like being in a dysfunctional family. No one speaks to each other or knows which end is up. Lean processes are out the window, and function overlap is found everywhere if anyone looks for it. Folks think about their corner of the business and how they can advance without looking at the implications across the entity or meeting strategic goals. According to Anand (2019), “Instead of seeing the big picture, we focus on our own work, jealously guarding our domains, our projects, our tiny pieces of real estate as if that was the goal” (pg. 157).

The eight primary elements deemed necessary for a company-wide innovation management system are leadership, system-wide resources, a governance process, mandate and scope, an inclusive organization structure, processes and tools, metrics and rewards, and skills and talent (Corbett, 2018). In comparison, our text material for migrating from silos to tribes aligns in some aspects with an open mind. Both sources discuss leadership needs as step one in the process. Anand (2019) moves on to team membership as a form of unity in pulling the organization together. Team membership coincides with system-wide resources as a means of pooling skills and knowledge. Holding a shared vision of goals and culture sets a group up as a tribe (Anand, 2019). The culture aligns with a governance process depicted by Corbett (2018). The equal status of views and freedoms fits well with an all-inclusive organization structure from each reading. The contrasting view is that the primary elements deemed necessary for a company-wide innovation management system include more in-depth levels of the process, such as tools, rewards, and skills.

Determining which approach is better suited for the desired migration depends on the type of migration one wishes to accomplish. Corbett (2018) discusses an innovation migration that requires metrics of measure, processes, skills, and specific details around integrating an organization on the topic of innovation. If one is looking to tear down the walls of silos in general and begin working across borders, the steps outlined by Anand (2019) excel at this function. I find that the necessary steps set by Anand (2019) are versatile and best used in any circumstances. These base guidelines can be built upon as necessary for pinpoint accuracy.

 

Reference

Anand, C. (2019). The greenhouse approach: Cultivating intrapreneurship in companies and organizations. Dundurn.

Corbett, A. (2018, June 26). The myth of the intrapreneur. Harvard Business Review. https://hbr.org/2018/06/the-myth-of-the-intrapreneur (Links to an external site.)

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·

Britney Graves

As technology, values, and desires change over time, companies are faced with innovative ways to adapt to these changes.  With that said, different processes work for various companies.  However, Corbett and Anand, the two others in this week’s readings, have shared opinions about the company-wide innovation management system’s necessary elements.  Corbett (2019) says “Seasson’s experience at Kodak demonstrates that no single individual, no matter how brilliant, can take a game-changing innovation all the way from idea to reality” (p. 1).  Change is difficult, and the entire company must be on the same page for the transition to be successful, or there is a high possibility that there is a single point of failure.  This is like, Anand, who emphasizes the importance of “tribes.” For instance, everyone in the company has the same goal, and single-minded thinking prevents people from seeing the bigger picture, which causes employees to be selfish, jealous, and guarded.  Employees who display these characteristics are taking away from the team aspect and promoting silos thinking.

One difference between the two authors as well.  Corbett expresses the need for eight (8) elements that include (1) leadership and an innovation culture (2) system-wide resources (3) a governance process (4) mandate and scope for breakthrough innovation.  (5) Organizational structure with interfaces between different parts of the company incorporates.  (6) Processes and tools (7) metrics and rewards.  Lastly, companies need (8) skills and talent that are differentiated from traditional R&D or new product development roles.  On the other hand, Anand main and only requirement is communication and the transparency between all departments, employees, and ideas.

Communication is undoubtedly an essential factor in change management; however, communication alone might not be the best migration approach.  The eight elements provide in-depth, step-by-step ways to give a successful innovation management system.  Various factors must be considered to ensure migration, like leadership providing an innovative culture for its employees. Without this environment, communication would be useless because workers wouldn’t feel comfortable sharing their thoughts.  Change isn’t easy, and only depending on communication to change, any company isn’t enough to bring the change effectively. 

References

Anand, C. (2019). The greenhouse approach: Cultivating intrapreneurship in companies and organizations. Dundurn.

Corbett, A. (2018, June 26). The myth of the intrapreneur (Links to an external site.) (Links to an external site.). Harvard Business Review. https://hbr.org/2018/06/the-myth-of-the-intrapreneur