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DaftCh8.pptxManaging Change and Innovation
Chapter 8
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
If organizations don’t successfully change and innovate, they die
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Introduction
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The adoption of a new idea or behavior by an organization
Change and innovation can come from outside forces
Managers want to initiate change from the inside
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Innovation and the Changing
Workplace
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Why do people resist change?
Self-interest
Lack of understanding and trust
Uncertainty
Different assessments and goals
Disruptive innovation is a goal for global competition
4
Innovation and the Changing
Workplace
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Change is not easy
Ambidextrous approach: Incorporating structures and processes that are appropriate for:
Creative impulse and for the systematic implementation
Managers encourage flexibility and freedom to innovate
5
Innovation and the Changing
Workplace
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Product change – a change in the organization’s product or service outputs
Technology change – a change in the organization’s production process
Three innovation strategies – exploration, cooperation, and entrepreneurship
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Changing Things: New
Products and Technologies
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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8.1 - Three Innovation
Strategies for New Products
and Technologies
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© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Creativity – novel ideas that meet perceived needs or offer opportunities
Idea incubator – a safe harbor where employees can develop ideas without interference from company bureaucracy or politics
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Exploration
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© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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8.2 - Characteristics of Creative
People and Organizations
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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8.3 - The World’s Most
Innovative Companies, 2013
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© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Internal coordination
Horizontal linkage model – simultaneously contribute to new products and technologies
External coordination
Includes customers and partners, suppliers
Open innovation – commercialization of ideas beyond the organization
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Cooperation
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© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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8.4 - Coordination Model for
Innovation
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© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Managers should support entrepreneurship activities and foster idea champions
Energy and effort is required to promote a new idea
Sponsors approve and protect ideas when critics challenge the concept
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Innovation Roles
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© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
New-venture teams give free rein to creativity
Skunkworks are informal, autonomous, secretive groups that focus on breakthrough ideas
New-venture funds provide resources for new ideas
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Innovation Roles
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Changes in how employees think
Changes in mind-set
People change = Training and development
Culture change = Organizational development
Large culture change is not easy
15
Changing People and
Culture
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© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Training – Frequently used approach to changing people’s mind-sets
Training and development is emphasized for managers
Behavior and attitudes will influence people and lead to culture change
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Training and Development
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Planned, systematic process of change using behavioral science
Addresses three types of problems:
Mergers and acquisitions
Organizational decline and revitalization
Conflict management
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Organization Development
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© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Team-building activities
Survey-feedback activities
Large-group interventions
OD Steps:
Unfreezing
Changing
Refreezing
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OD Activities
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© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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8.5 - OD Approaches to
Culture Change
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© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Create a sense of urgency
Disparity between existing and desired performance levels
Apply force-field analysis
Change is a result of the competition between driving and restraining forces
Driving forces – problems or opportunities that provide motivation for change
Restraining forces – barriers to change
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Implementing Change
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© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Use implementation tactics
Top management support
Communication and education
Participation
Negotiation
Coercion
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Implementing Change
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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8.6 – Using Force-Field Analysis to Change from
Traditional to Just-in-Time Inventory Systems
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© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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8.7 - Tactics for Implementing
Change
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
© 2017 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
