Innovation And Innovation Of Innovation

Innovations form the main sources of competitive advantages and are always of significance for the growth of a company. Companies or organizations put their greater efforts in improving their performance by finding new ideas and knowledge on the best way of beating their competitors and therefore give satisfaction to their customers. There are various factors involved in the innovation design system which can be either internal or external.

Birkinshaw, Bessant, & Delbridge (2007) have found that innovation is one of the biggest achievements an organization can make in the presence of a stiff competition or highly uncertain

Innovation is a word that draws attention, elicits excitement, and makes a company stand out. Innovation architecture can be described in the same manner, but it applies to ideas and products that already exist. Whenever a product is formulated or redesigned innovation is an important aspect. My interview took place with an employee of Wework, which is a company that has changed the atmosphere of how entrepreneurs meet and interact. My reflection will provide an overview of the company, what challenges I face with my current employer, and how I can foster an innovative culture within my own organization.

This research intends to explore innovation at an individual level, but in a context, where the roles and functions of an organization appear eminent either as a promoter or an inhibitor of innovation.

Of all the aspects of MTI, innovation strategy is the most challenging. Firms can be very good at the various activities involved in MTI, such as R & D or operations, but this count for little unless it is supported by a well-grounded innovation strategy that guides firms’ choices, prioritizations, and sequences. There is little value in being highly efficient at developing or delivering new products and services if they are the wrong products and services for the firm and its markets. Well-chosen new products and services deliver value, build the technological base of the firm, develop its capabilities, improve its processes, and add to its reputation and brands. An innovation strategy helps firms decide, in a cumulative and

A recent survey of the nation's top CEO's concludes that innovation remains the lifeblood of business. "For CEO's today, it's all about achieving growth and efficiency through innovation. It's not about product innovation so much anymore as about innovating business models, process, culture and management." (April, 2006).

For an organization to continually grow, innovation must be embedded in its culture. Innovation is a behavior that is required to be a part of every employee’s job. This necessitates an organization to present its employees with platforms wherein they can express their ideas such as the LIG program, as in the case of General Electric, to deliberate organic growth day in and day out. Innovation is effectively advertized in an organization where managers individually and collectively lead by example by way of their behavior, their

The Breakthrough Innovation Framework, or BrinnovationTM, incorporates Kotter’s Leading Change model, while emphasizing a framework of innovation (Gupta, 2011). The Brinnovation framework accentuates the abilities and talents of those in the system, with its success depending on a change in the organization’s culture to embrace innovation (Gupta, 2011). The leadership can achieve a transformation in organizational thinking by applying Kotter’s eight-step plan, focusing on creativity (Gupta, 2011).

When comparing the concepts presented by The Innovator's DNA, Nayar, Hitt, Takacs-Haynes, and Serpa, there were a couple of key concepts the resonated across all viewpoints. Specifically, the concepts of the innovative leader and observing the environment appeared to be common across the board. The Innovator’s DNA argues that an innovative leader helps set the vision and leads the organization in future by influencing change within the target market. Steve Jobs and Amazon’s founder, Jeff Bezo are just a couple examples used to demonstrate the importance of an innovative leader setting the stage for their respective organizations. This concept is supported by Nayar, Hitt, Takacs-Haynes, and Serpa in their respective articles. Hitt, Takacs-Haynes, and Serpa resolve that the ability to develop and communicate the leader’s vision has remained vital to the success of an organization over the past decade. Nayar further demonstrates this importance through his description of how he was able to influence change within his own organization by communicating the situation of the company and his observations to his senior managers. He states that he spent his first few weeks meeting with his “senior managers in small groups and larger gatherings”. The concept of observing the environment and understanding the internal and external influences within

From many of these examples and articles, we can gather much information over the relationship between innovation and strategic management. Although, some areas may not be proven in its fullest capacity, there are undoubtedly ways that innovation improved business operations and practices, which can be seen in examples such as Apple, Microsoft, Dominos, and Samsung. On the other hand, not every business incorporating innovation is a success story. In the dynamic days we find ourselves in today, business and organizations are digging deeper into the wells of innovation. We have all come to enjoy the benefits and I am not sure of anyone that would want to

Tidd and Bessant (2009) argued that “Unless an organization is able to move into further innovation, it risks being left behind as others take the lead in changing their offerings, their operational processes or the underlying models that drive their business”.

This paper aims to highlight and discuss the major challenges and opportunities which Apple Inc. faces while bringing innovation in the four primary areas of its business operations; including product innovation, process innovation, marketing innovation, and organizational innovation. The major focus of the paper is towards discussing the combination of all these processes which this organization follows and the major challenges which it faces in the course of its innovation or change strategies. The paper concludes by summarizing the importance of innovation for Apple Inc. in the light of the whole discussion.

The importance of innovation architecture is to start with a vision and generate a company platform designed of new processes, create an open-culture and pursue a unique management system. All three of these components support and work well with innovation architecture. Google, Netflix and Ikea have built a framework designed of new company culture, management systems and process that have capitalized their business on innovation and intrapreneurship.

Companies live and breathe innovation; or, at the terribly least, notice it basic to their success. Such companies are those that others ought to emulate for they recognize that to do business, as Peter Drucker prompt in an exceedingly recent Harvard Business review article, “Every firm—not simply businesses—needs one core competence: innovation.”

Implementation of innovation. This is done in small phases and in controlled setting. It tests the innovation to show how it compares to the process that already exists.