Process of Innovation and Change Management

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MANAGING CHANGE AND INNOVATION BU5559 SUBMITTED BY EZIE, CYNTHIA C. SUBMISSION DATE 22 MARCH 2010 INTRODUCTION TO INNOVATION AND CHANGE Innovation is the process by which ideas are created, selected and implemented to bring about profitable change to organisations. Innovations come as a result of an identified need for organisations to change their current processes, activities or operations. Andriopoulos and Dawson (2009) explain that organisational change is ‘new ways of organizing and working’. They explain that change occur in two dimensions – movement of state and scope of change. Bessant and Tidd (2007) are of the opinion that innovation is the translation of conceptualised ideas into commercially profitable…show more content…
Sustainable innovations can be achieved through proper management rather than through happenstance or chance management of innovations. Robust organisations can therefore plan and take advantage of innovation opportunities and also recover from mistakes and failures quickly and with minimal damage. Using the Pirelli Cables Study, the organisation selected Total Quality Management (TQM) to help solve ongoing operational problems, such as staff turnover, quality problems and also develop customer and employee relationship. Different rates of success were witnessed in the three plants where TQM was implemented due to the nature of their context and structure. The introduction of TQM in the Minto Plant was developed based on the formation and use of teams which they felt was important. The importance of teams in innovation implementation is also explained by the work of West, et al (2004) who propose that it is the implementation of ideas rather than their development that is crucial for enabling organizational change and this can be achieved by working through teams. They go further to explain that in order to effectively mange change it is important to understand how to develop such teams TQM was met by some resistance especially from line managers and supervisors. This was because the importance and aim of TQM was not clearly communicated to the supervisors and also, they were not involved in the TQM approach. The implementation of TQM was
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