Influences that helped Nayar to create a more innovative organization

Employees are a major source of innovation and new ideas that have organizations. Above all, the factor that makes it so interesting is the fact that the generation of new ideas is produced internally, making it easy to process of innovation as long as the company counts with the channels and means to enhance and channel the creativity of its workforce (Gumusluoglu&Ilsev, 2009, pp. 461-73). That is why it is so necessary to adopt techniques and procedures aimed at channeling such creativity.

Many problems, limitations and opportunities have inspired people to break the barriers of the inertia and taken them out of the comfort zone. Forced by solving difficulties or take an opportunity they have been pushed to innovate and bring value to the world. In spite of the fact that this inspiration or innovation sometimes is caused by problems and difficulties, one important characteristic of this group of people is the capacity of undertake new challenges.

Organizations are consistently seeking to generate or withstand its competitive advantage. Innovation tremendously influences the success of any organization. Businesses steadily must pursue an innovative method of manufacturing goods or providing services. Organizations must accomplish this with the expectation of high productivity and low operating expenses in an effort to remain profitable and competitive within its chosen industry. To meet these objectives, the organization must offer quality products and services while also integrating innovation, design, and creativity. Tangela will evaluate the impact innovation, design,

What happened along his short road as CEO? How and why could such a long time inducted person flop so badly? In a first step, this essay examines Ivester’s actions, taken into account different theoretical leadership approaches.

The required reading to describe the DNA of an innovator were great reads. Nayar’s article describes the DNA of innovator leadership not a leader. The article indicated how the Nayar’s used his leadership skills engaged his teams creating an environment that encourages, as well as, teach skill sets to team. Nayars believed if HCL would be successful it would take a team effort. Hitt, Takacs-Haynes, and Serpa article describe the DNA of a innovator leader. The article covers the needed skill sets to an effective leaders who focus on the organization’s goals and strategies to be successful.

Not only innovation lead to change inside organizations, but also some changes in side organizations can lead to innovation. Moreover, managing innovation and change is not an absolute easy process as it seems, as it requires lots of human interaction with different backgrounds, contexts, cultures that require aligning all your human resources to respond to new innovations, and related changes and this will only be done via good and efficient leadership. Generally, innovations and related changes may include change in organization structure workforce planning, marketing strategy, geographical distribution , culture, …ect which directly impact human resources in any organization , therefore the role of the leader is so crucial to manage tensions, conflicts, resistances, uneasiness and development areas that usually appear with new changes and innovations. Leading Innovation and change being part of managing human and organization behaviors is kind of a complex processes that include several factors, stages, models, perceptions and definitely outcomes. In this paper I will get a deep dive and close up view stating the various definitions, different related models, how they work in practical life and what kind of failures such models face in real life implementation; along with a self reflection to the applied experiences of such study and what will be the development plan leading to more successful practices in future.

Goggin and Mitchell (2010) states that “Comparing the various definitions of innovation, it can be seen that there are several common elements what is changed (such as product or process changes); how much is changed (whether it is completely new or only perceived as such); the source of the change (sometimes technology); the influence of the change (for example, its social or commercial value)”

The following paper will explore how the attitudes and behaviours can impact the types and amount of innovation that occurs within organisations. This will be done via firstly a review of theory. Areas of discussion will focus on, the way direction is provided to an organisation. Having the correct hiring practices to employ the right people and providing them with the tools to execute. Coupled with the knowledge that the learnings from both successes and failures are vital for continued innovation. The importance of maintaining an adequate risk management framework to both govern the process, as well as ensuring a customer problem solving focus in order to fuel success. Followed by a reflection on the experiences of the author. This will be derived from the various organisations I have interacted with over the course of my professional life thus far. By linking the theory to the practical, identifying both the positive and negative real life examples. This will demonstrate the results of leadership behaviours and the amounts of innovation that it can create and foster within organisations. In addition to how if not done well will result in reduced staff engagement and poor business outcomes.

He instituted a new philosophy that changed the culture from one of complacency to one of achievement. Rorsted began as CEO during the most economically challenging time possible- the height of the global recession. To be fair, Henkel was not the only large corporation that was struggling during this period. The global recession did not discriminate and it took no prisoners; net profit for the company was cut in half, as well as the company stock price. But, despite the gloomy global outlook, Rorsted promised better days ahead. He made grand predictions as to how Henkel would reemerge from this downturn a much stronger and focused corporation (Simons,

Creativity is also essential to develop because creating mind could put forth new ideas and breaks new ground (Gardner 2007, p.7). Unlike scientific and technological areas, major creative breakthroughs are relatively rare in business area. However, small changes in professional practices in the area could be made as well. For me, the creating mind includes searching for a better approach or analyse business cases from different angles. Even though it seems inappreciable to do these things separately, the accumulation of these trials might bring about significant improvement of study and working efficiencies in the future. From my perspective, this could be defined as major breakthrough in the business world. Thus, business professionals should often be aware of looking for new

In today’s fast-changing economy, companies have to focus on their capability to meet constantly evolving customer expectations. Therefore, managers have to adapt their way of running a company to promote a supporting environment for innovation. As defined by Van de Ven, innovation is “the development and implementation of new ideas by people who over time engage in transactions with others in an institutional context” (1986). This involves the employees and managers within the company, and all the external area like the clients and shareholders. The challenge is also to find the more conducive structure to achieve the goals of increasing individuals and organisation effectiveness.

Different types of organizational performance adaptive generative and organizational innovation incremental radical are also closely and positively linked. Kumar & K. O, (1998). The deeper innovation reaches, the greater the degree of performance required. Hofstede (1997). Thus, the process of organizational knowledge creation by which new knowledge is drawn from existing knowledge organizational performance is the cornerstone of organizational innovative activities. Kumar & K. O, (1998). Organizational innovation is dependent on the organization 's knowledge base, which in turn is promoted by organizational learning.

Historically, most executives referred to innovation primarily with the development of new technologies or products. However, innovation is increasingly seen as the development of new service offerings, business models, pricing plans, distribution channels, or management practices. There is a greater recognition that great ideas can transform any part of the value chain and those products and services represent just a small segment of innovation. This broadening of focus has implications for those who are responsible to innovate. It used to be just a selected group of employees, usually within R&D: engineers, designers, or scientists, whose job was to generate and pursue new ideas. Nowadays, organizations are trying to induce an innovative culture across the hierarchy to achieve holistic transformations. Making innovation everyone’s business sounds intuitively appealing but is hard to implement. Employees face capacity issues, time constraints, and motivation issues that restrain them. There is often a lack of consistent follow-through of well-intentioned schemes. Additionally, there is typically some level of disconnection between the priorities of senior management and the efforts of those lower down in the organization. This becomes more evident in large corporations where established processes are already in place and leave very little room to innovate.

Innovation and creativity in any organization are vital to its successful performance. Advancement and inventiveness in the workplace have turn out to be progressively critical determinants of organizational performance, achievement, and longer-term survival (Anderson, Potonick and Zhou, 2014).

2. Motivated to Grow & Learn: Mr. Chandra never attende any management school or read much of management literature but still he was appointed on managerial posts. What does it indicates? It indicated he learn from his experience from the people around him and situations he experiences. This is driven by desire to grow and learn at every stage of life and career.