What you'll learn
- Create and execute innovation portfolios
- Develop strategic and operational plans
- Define better performance goals
- Generate ideas that achieve performance
- Lead action plans that creates meaningful change
- Lead and empower teams
- Monitor and assess results of change
Develop all of the essential skills for planning and executing strategic innovation within your organization - large or small. These skills are guaranteed to increase performance and quality, make your organization a better place to work, and help you become a more successful manager. Learn how to build an innovation community capable of transforming your organisation into a great place to work. This course draws on best practice within world leading organizations to present you with a step by step approach for planning and executing effective change. Class projects will help you practice what you learn. Carefully designed templates will allow you to effortlessly create innovation plans. Course includes access to an extensive library of reading notes, slides, case studies and sample Innovation Plans.
Innovation is an important force in creating and sustaining organizational growth. Effective innovation can mean the difference between leading with a particular product, process, or service and simply following the pack, with the resulting risk of stagnation and decline. Innovation transforms mediocre companies into world leaders and ordinary organizations into stimulating environments for employees. Innovation is the process of making changes to something established by introducing something new; these changes can be either radical or incremental. All organizations need to innovate, whether they are profit or nonprofit. Innovation is as relevant to services in a public hospital as it is for products and processes in a manufacturing company. Innovation takes place throughout an organization, from management boards and individual departments to project teams and individuals. In today’s global economy innovation is often a collaborative activity that takes place across extended organizations and includes suppliers, distributors, and other strategic alliances. Despite its importance, many organizations fail to recognize the need for innovation and to develop skills to innovate on a continuous basis. If an organization is to be sustainable, it must develop its capability to manage its innovation process.
The term innovation is ambiguous to some and often associated with visions of organizations that can create world-beating products that grow to dominate entire sectors of industry. This view is informing and often entertaining, but it also allows many practitioners to shy away from engaging in the concept of innovation, in the knowledge that such visions are rarely realized and often depend on factors such as previous market dominance and chance. This book is about looking into the practical techniques, large and small, practiced every day in leading organizations, that are used to manage innovation. Whereas innovation theory can inform the decisions that must be made by organizations, this book is primarily about the tools and techniques that put structure on the decisions organizations must make for themselves. Although the decisions vary significantly between organizations, the structures around the management of innovation are essentially the same.
Who this course is for:
- Managers at all levels in any organization
- Team leaders and also team members
David is author and professor at the National University of Ireland. He is also Director of Quality where he facilitates management teams with strategic and operational planning, quality management and performance and innovation management. David has also worked with industry on new ways of improving innovative capacity and projects have included IBM, Ingersoll-Rand, Fujisawa, Hewlett-Packard and Boston Scientific. He has also worked on projects with small to medium sized industries and service organizations including hospitals, local government and public services. David has over 100 publications including books – Applying Innovation (Sage); Manufacturing Outsourcing (Springer); Manufacturing Systems Redesign (Prentice-Hall); Reengineering the Enterprise (Chapman & Hall) and; The Handbook of IS Management (Auerbach).
Lawrence is author and College Lecturer at Cork University Business School, UCC, Ireland. His core research interests focus on organisational innovation and issues related to inter-enterprise collaboration and value creation, especially within the SME community. Other related interests include organisational creativity and knowledge exchange. He has worked on projects with multiple small to medium sized manufacturing and service-based organizations to enhance innovative capacity. He has published widely over recent years including a book – Applying Innovation (Sage) and multiple, highly cited research articles in high ranked journals (Technovation, R&D Management, Journal of Management Inquiry, International Journal of Innovation Management).