1. Class 1- AN INTRODUCTION February 22, 2016
Change & Innovation
Class 1- AN INTRODUCTION
February 22, 2016

2. Change & Innovation Week 1, February 22, 2016
How can companies innovate to become financially, environmentally and socially sustainable?

3. Organizational innovation, Organizational change
Organizational innovation: successful implementation of creative ideas in an organization.
Organizational change: a difference in the form, quality, or condition of an organization over time.

4. What Is Change?
Change
Is an alteration of an organization’s environment, structure, technology, or people.
A constant force
An organizational reality
An opportunity or a threat
Change Agent
Is a person who initiates and assumes the responsibility for managing a change in an organization.
© 2008 Prentice Hall, Inc. All rights reserved.

5. Changes and Management of Change
Change is the difference from what was planned or
as a move in time.
Management of change represent methods and tools that help to
identify and address changes in internal and external environment
of an organization.

6. Unfreezing Change Intervention Refreezing
Managing Resistance to Change Kurt Lewin’s three steps approach  
Unfreezing
Change Intervention
Refreezing
Benefits
Champion
Input
Timing
Security
Training
Pace
Share reasons
Empathize
Communicate
Top management support
Reinforce

7. Three Categories of Change
© 2008 Prentice Hall, Inc. All rights reserved.

8. Making Changes in the Organization
Change Structure
Change People
Manager’s Options for Change
Change Technology
© 2008 Prentice Hall, Inc. All rights reserved.

9. What is Innovation?
Some organizations define innovation as new technologies and processes that don’t exist anywhere else.
Research, however, asserts that innovation can show up in almost any of your company’s operations, including how you design, package and promote products, how you hire and train employees, and even the type of business you run. Innovation can be free and simple or expensive and complex.

10. Innovations Vs Inventions
Invention is change in the structure of knowledge. Innovations are result of inventions.
Basic typology of inventions:
absolute inventions - inventions in global knowledge
relative inventions – change in the structure of knowledge in local
social system that already exists in another social system
Classification of inventions
1. Acceptation – takeover of known solution of somebody else
without change.
2. Imitation – modification of known solution.
3. Adoption – recreation of known solution.
4. Absolute innovation – creation of brand new solution.

11. Why Innovate? Lower energy and raw material costs.
Improved employee health and safety.
Increased revenue from new customers and more loyal current customers.
A stronger reputation.
An easier time finding and keeping talented workers.
Better responses to changes in your community or industry.

12. Example
In 2007, Canadian jacket manufacturer Quartz Nature moved production from China back to Canada. They partnered with a local sewing co-operative of 25 seamstresses, saving the group from going out of business.
Having a pool of skilled workers nearby gave the company control over the quality and timing of production. They reduced their unsellable products from 8% of coats made in China to % of coats made in Quebec.
Not only that. Quartz Nature’s “Made in Canada” label is a powerful selling feature that appeals to customers and sets the company apart from competitors.

13. Table 1.5 A typology of innovations

14. Basic rules for Innovating
Change Where You’re Headed
Change What You Know
Change How You Work
Change Who You Work With

15. 1.Change Where You’re Headed
Set Big, Audacious Goals
To really push innovation, set goals that are a stretch.
Use “Back-Casting,” Not Forecasting
For radical improvements, start with a vision of the future and work backwards to today. This type of goal-setting is called “back-casting” and is the opposite of forecasting. Forecasting examines what happened in the past to plan for the future, and it delivers only minor, incremental improvements.
Ensure Everyone Owns Your Goals
To promote a culture of innovation, make employees at all levels responsible for them. Put someone in charge of your environmental or community goals. Have your purchaser or supply chain manager vet potential vendors not just for price but for sustainability.
Questions to Ask Yourself:
What would our company or product(s) look like in a sustainable society? Starting from a vision of 20 years from now, what should we do differently today? How can we share our vision with our employees and suppliers?

16. 2. Change What You Know Ask Employees for Ideas
Your employees see opportunities every day for saving money or doing things better. Ask for their ideas
Scan Unfamiliar Places for Inspiration
Read books and magazines, and watch videos and presentations on topics you wouldn’t normally. Attend conferences in seemingly unrelated fields. Pay attention to products or company ideas coming from other countries.
Get Inspired by Nature
Think about how nature would solve your design or process problem. 

17. “Unlearn” Outdated Knowledge
Challenge the way you’ve always done things. Get materials from sustainable sources, buy wind- or solar-powered electricity. If it used to be too expensive to use hybrid vehicles in your delivery fleet, maybe that’s no longer the case.

18. 3: Change How You Work Rethink Your Business Model
Replace Products with Services
Turn Garbage into Gold
Other companies might be able to use your waste.

19. Figure 1.3 The popular view of science

20. 4: Change Who You Work With
Broaden Your Networks
Embrace “Co-Opetition”
Go Back to School

21. MANAGEMENT OF TECHNOLOGY
Defining Management of Technology
1. Links engineering, science, and management disciplines to plan, to develop, and to implement technological capabilities to shape and accomplish the strategic and operational goals of an organization
2. Focuses on the principles of strategy and organization involved in technology choices, guided by the purpose of creating value for investors.
Ted Talk: Robert Gordon: The death of innovation, the end of growth

22. Figure 1.4 Conceptual framework of innovation

23. Figure 1.5 Linear models of innovation

24. Figure 1.6 The simultaneous coupling model

25. Figure 1.7 Interactive model of innovation
Source: Adapted from R. Rothwell and W. Zegveld (1985) Reindustrialisation and Technology, Longman, London.

26. Table 1.6 The chronological development of models of innovation

27. Table 1.7 Explanations for innovative capability

28. Table 1.8 Studies of innovation management

29. Figure 1.9 The innovation circle with interconnected cycles
Source: Berkhout et al. (2010).

30. Figure 1.10 The rise and fall and rise of Apple

31. Teaming & Communication Activities
Help to use new concepts in thinking and problem solving, to think differently, to use imagination, intuition and common sense, to appreciate others’ points of view, and to have fun in the process.
These exercises contribute to the development of more innovative ideas and introducing problem solving topics, such as “exploring more than one solution”, “changing points of view”, appreciating diversity in thinking.
Assessing the benefits and drawbacks of each activity is a tough issue.
This paper presents hands-on, teaming and communication activities that are used as part of a
problem solving course at FAU. They help the students to use new concepts in thinking and
problem solving, to think differently, to use imagination, intuition and common sense, to
appreciate others’ points of view, and to have fun in the process. The exercises contribute to
the development of a more innovative and creative classroom environment, and help a great
deal in introducing students to problem solving topics, such as “exploring more than one
solution”, “changing points of view”, appreciating diversity in thinking, and using the “Eight
Dimensional Methodology for Innovative Problem Solving.” As reported in previous papers
by the author, at the end of the course students consistently generated many more solutions to
given problems than at the beginning of the class (usually more than twice as many solutions).
Assessing the benefits and drawbacks of each activity is a tough issue, and still needs to be
worked on. In addition, for some students some of the activities may not be as fun as for
others. In these special cases the instructor should be ready to intervene, help and share some
hints to minimize the development of “mental blocks.

32. Classroom Exercise

33. Exercise- Coat Hanger

34. Activities for appreciating diversity and discovering self

35. In class Survey
Innovation Exercise

36. In class Survey
The Forbes magazine Web site ( lists top firms with numerous searchable criteria. Use these data to search any leading technology firms’ strategies in gaining competitive advantage.