Analysis Of Creative And Innovative Management

Analysis Of Creative And Innovative Management The good organizations become best by adopting innovation. It is more than an invention as it also includes an attitude that encourage new concepts and risk attach with that new concepts. Excessive investments are not needed if a company has awareness about innovation and can use it to create products with unique features. So they create a friendly behaviour for new concepts, ideas, risk, change and even failure (Fortune, March 3, 1997). Managerial innovations are those adjustments in the process of management that gives ideas of products and services and than help in their production and delivery to the customers. It is not essential that effectiveness and efficiencies of product or services get effects from innovations by management (http://tumipc.info). Product versus Process Innovations: Innovations in processes and products are very significant classifications of technical innovations. Product innovations either generate entirely new products with distinct features or may help in increasing the performance and physical features of old products and services. Process innovations are changes in the way products or services are manufactured, created, or distributed. Whereas managerial innovations generally affect the broader context of development, process innovations directly affect manufacturing (http://tumipc.info), the implementation of robotics. Thus product innovations are particularly important during these beginning phases. Later, as an innovation enters the phases of growth, maturity, and decline, Vodafone’s ability to develop process innovations, such as fine-tuning manufacturing, increasing product quality, and improving product distribution, becomes important to maintaining economic return (http://tumipc.info). Explain how management in your selected organization would lead staff to accept and implement innovation The Human Energy of Innovation Innovation is difficult. It’s hard not to be constrained by organisational history, politi cs and budgets. It’s even harder to think of innovation as a human energy and not a process (www.10again.co.uk). Lead the Way to Successful Innovation in Vodafone The collaboration necessary, general cultural differences that can influence the process and the importance that organizational culture has on creating an environment that supports innovation, after these presentation keynotes, I often get a few people who approach me with their stories about innovation in their organizations. They tell me how great the information was and wished they could apply it into their own organizations, but they know that it would never be supported (www.bia.ca). It seems that while individuals are given the necessary time in their jobs to generate ideas, they are not given the time that is really required to explore them through a proper process for innovation. This therefore makes it difficult, if not impossible, for true innovation to happen. Now I realize that those who asked me the que stion may not necessarily be in positions to change their organization’s cultures but maybe they could start to create change within their own spheres of influence, such as a department, plant, location, store, etc. Sometimes Vodafone need to think on a smaller scale and then demonstrate to the organization the value of what they are doing, demonstrated success will help greatly to sell the idea.