1. A Morphological Field Analysis of the Creative, Innovation and Execution Process: Giving Decision Support to a Confused Landscape? Bruce Garvey and Dr Nasir Hussain Innovation, Creativity & Leadership - Research and Practice, 11th June 2012, City University Email: hussain@strategyforesight.org

2. What’s the Problem?  Creativity  Innovation  Execution  How does this on-going problem open up new research vistas? Creativity Innovation Execution UncertaintyRisk QualitativeHybridQuantitative

3. The landscape of decision support and problem-structuring methods  Problem Structuring Methods are a family of methods that apply modelling approaches to address ‘wicked problems’ faced by senior executives, strategists and planners of organisations.  They seek to alleviate or improve situations characterised by high uncertainty, conflict and complexity.  Decision Support Modelling is application of scientific modelling methods for the study and management of complex systems  Involves the construction scenarios & futures projections to test strategies, policies, systems or organisational structures.

4. It’s better to be approximately right than precisely wrong….. “One of the greatest mistakes that can be made when dealing with a mess is to carve off part of the mess, treat it as a problem and then solve it as a puzzle -- ignoring its links with other aspects of the mess.” Michael Pidd, Tools for Thinking

5. Analysing a confused landscape... DomainArea of managementAnalytical categoryType of analysis CreativityStrategicFrameworksQualitative InnovationTacticalTools, aids, devicesQuantitative ExecutionOperationalProcessesHybrid How many combinations are there?

6. The organisational context Organisational responsibility Organisational culture (Tharp) Cultural dimensions (Hofstede) Organisational structure (Mintzberg) Chairman / BoardControl (hierarchy)Power distance Vertical & horizontal centralisation CEO / C-levelCollaborate (clan)Individualism Limited horizontal decentralisation Cross-functional project team Create (adhocracy) Masculinity / Femininity Horizontal centralisation Functional departments Compete (market) Uncertainty avoidance Limited vertical decentralisation Individuals Long-term orientation Selected decentralisation Decentralisation Any

7. Linking the internal and contextual perspectives DomainArea of management Analytical category Type of analysis CreativityStrategicFrameworksQualitative InnovationTacticalTools, aids, devicesQuantitative ExecutionOperationalProcessesHybrid Organisational responsibility Organisational culture (Tharp) Cultural dimensions (Hofstede) Organisational structure (Mintzberg) Chairman / BoardControl (hierarchy)Power distance Vertical & horizontal centralisation CEO / C-levelCollaborate (clan)Individualism Limited horizontal decentralisation Cross-functional project team Create (adhocracy) Masculinity / Femininity Horizontal centralisation Functional departments Compete (market) Uncertainty avoidance Limited vertical decentralisation Individuals Long-term orientation Selected decentralisation Decentralisation Any

8. An example of an inference model

9. Implications for further research  Presented a two-stage research programme  Phase 1: Explore the variety of decision support methods within CIE domain  Phase 2: Research into creating an integrated model adaptable to practitioners from different CIE sectors External environment i.e. ‘what if’ Strategic vision i.e. internal ‘values’ Decision fields i.e. ‘looking through the right lens’

10. Take home messages 1.Analysed the vast landscape of decision support models 2.Highlighted the organisational context within which to use the most optimal mix of decision support models 3.Demonstrated a live example of how General Morphological Analysis can operate as an inference model 4.Outlined a research programme that will have benefits for practitioners 5.Further material available at www.strategyforesight.orgwww.strategyforesight.org