The Capacity for Innovation in Large, Complex Organizations
Joseph R. Cerami
The Innovation Journal: The Public Sector Innovation Journal, 6(1), 2001,
Propositions in the paper
General Proposition:
Large, complex organizations can be more effectively innovative by developing capacities for innovation.
Propositions, by Capacity:
Proposition 1:
Large, complex organizations can be more effectively innovative by developing a capacity to promote a values-based, environment-oriented identity.
1A: The capacity to promote a values-based, environment-oriented identity requires a strategy that includes innovation in the vision, mission, values and purpose statements.
1B: The capacity to promote a values-based, environment-oriented identity requires core values that encourage innovation and can be embodied in achievable and measurable goals.
1C: The capacity to promote a values-based, environment-oriented identity requires constant environmental scanning (for current and future competitive threats and cooperative opportunities) and the capability to change values to support both incremental and discontinuous change.
Proposition 2:
Large, complex organizations can be more effectively innovative by developing a capacity for flexible work processes.
2A: The capacity to develop flexible work processes requires the capability to assemble powerful, flexible, creative, multifunctional, and boundary-spanning teams.
2B: The capacity to develop flexible work processes requires a culture and climate that supports innovation and change.
2C: The capacity to develop flexible work processes requires ambidextrous approaches for managing existing technology while simultaneously developing new technologies (this includes the capability to align all organizational subsystems to support both incremental and discontinuous change).
Proposition 3:
Large, complex organizations can be more effectively innovative by developing a capacity for individual and collective situated judgment.
3A: The capacity for individual and collective situated judgment can be developed by promoting creativity in individual and group attributes, conceptual skills, behavior, and processes.
3B: The capacity for individual and collective situated judgment can be developed by improving the organization's decision making, knowledge-base and technological mastery (including the capacity to experiment, conduct pilot tests, and manage technology cycles).
3C: The capacity for individual and collective situated judgment can be developed through environmentally-oriented, flexible and adaptable team and management styles, and project-oriented, horizontal work processes.
3D: The capacity for individual and collective situated judgment can be developed by improving the ability of top management to identify and overcome barriers to innovation and change.
Proposition 4:
Large, complex organizations can be more effectively innovative by developing a capacity for individual and collective accountability.
4A: The capacity for individual and collective accountability can be developed through structures and management that encourage horizontal, boundary-spanning, open communications and the interaction (and conflict management) of independent, small, multifunctional teams.
4B: The capacity for individual and collective accountability can be developed by a top management that performs the roles of architects, network builders, jugglers and buffers.
4C: The capacity for individual and collective accountability can be developed by improving the metrics used to measure continuous improvements (through methods, such as CMM).
4D: The capacity for individual and collective accountability can be developed by a top management that can identify the most important problems and performance gaps, then align organizational subsystems to enable rapid organizational change and develop new technologies faster than environmental competitors.
http://www.innovation.cc/discussion-papers/organizational-design.htm
Joseph R. Cerami
The Innovation Journal: The Public Sector Innovation Journal, 6(1), 2001,
Propositions in the paper
General Proposition:
Large, complex organizations can be more effectively innovative by developing capacities for innovation.
Propositions, by Capacity:
Proposition 1:
Large, complex organizations can be more effectively innovative by developing a capacity to promote a values-based, environment-oriented identity.
1A: The capacity to promote a values-based, environment-oriented identity requires a strategy that includes innovation in the vision, mission, values and purpose statements.
1B: The capacity to promote a values-based, environment-oriented identity requires core values that encourage innovation and can be embodied in achievable and measurable goals.
1C: The capacity to promote a values-based, environment-oriented identity requires constant environmental scanning (for current and future competitive threats and cooperative opportunities) and the capability to change values to support both incremental and discontinuous change.
Proposition 2:
Large, complex organizations can be more effectively innovative by developing a capacity for flexible work processes.
2A: The capacity to develop flexible work processes requires the capability to assemble powerful, flexible, creative, multifunctional, and boundary-spanning teams.
2B: The capacity to develop flexible work processes requires a culture and climate that supports innovation and change.
2C: The capacity to develop flexible work processes requires ambidextrous approaches for managing existing technology while simultaneously developing new technologies (this includes the capability to align all organizational subsystems to support both incremental and discontinuous change).
Proposition 3:
Large, complex organizations can be more effectively innovative by developing a capacity for individual and collective situated judgment.
3A: The capacity for individual and collective situated judgment can be developed by promoting creativity in individual and group attributes, conceptual skills, behavior, and processes.
3B: The capacity for individual and collective situated judgment can be developed by improving the organization's decision making, knowledge-base and technological mastery (including the capacity to experiment, conduct pilot tests, and manage technology cycles).
3C: The capacity for individual and collective situated judgment can be developed through environmentally-oriented, flexible and adaptable team and management styles, and project-oriented, horizontal work processes.
3D: The capacity for individual and collective situated judgment can be developed by improving the ability of top management to identify and overcome barriers to innovation and change.
Proposition 4:
Large, complex organizations can be more effectively innovative by developing a capacity for individual and collective accountability.
4A: The capacity for individual and collective accountability can be developed through structures and management that encourage horizontal, boundary-spanning, open communications and the interaction (and conflict management) of independent, small, multifunctional teams.
4B: The capacity for individual and collective accountability can be developed by a top management that performs the roles of architects, network builders, jugglers and buffers.
4C: The capacity for individual and collective accountability can be developed by improving the metrics used to measure continuous improvements (through methods, such as CMM).
4D: The capacity for individual and collective accountability can be developed by a top management that can identify the most important problems and performance gaps, then align organizational subsystems to enable rapid organizational change and develop new technologies faster than environmental competitors.
http://www.innovation.cc/discussion-papers/organizational-design.htm
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