It is destructive but creative in nature, and when done right it changes how managers act and behave in a positive fashion which is beneficial for themselves, the business and stakeholders, including employees and business partners.
Management innovation is not the same as operational innovation. Operational innovation focuses on business processes, such as supply and logistics, manufacturing processes or customer support for example. Management innovation involves how a business and the resources it wields are effectively managed and applied to achieve its goals.
Management innovation’s biggest challenge is to come up with new and inventive ways of managing. This means creating and spawning genuinely new management strategies which in turn will increase the odds that a Eureka moment is experienced.
Management innovation demands changing the thought approach to tackling existing and usually recurring problems and issues. It also requires looking at traditional principles in a completely different light, frequently challenging the assumptions they are based upon from the ground up in the hope (and expectation) of uncovering new understanding which results in a better application of managerial knowledge and experience. This implies eschewing established dogma and sacred cows, and in turn unleashing artificial constraints on management thinking and established corporate conventions.
One way to encourage and instill management innovation is to actively select and embrace big challenges to the business. Tackling smaller challenges may be proscribed as the “way to tackle a problem by breaking a task or process down into smaller components, but this is unlikely to ever create anything new in terms of management innovation. On the other hand, actively seeking out the big problems and tackling them holistically is more likely to lead to an uncovering of genuinely innovative and new ways of approaching problems which can be reapplied to other situations within the business.
To stimulate management innovation, ask these questions to encourage out-of-the-box thinking. First of all; what are the big trade-offs your company or team rarely, or never, gets right? Secondly, what are big companies typically very bad at doing? Finally, what do you see as emerging in your organization’s future which will have a dramatic effect upon it?
What you are looking to do here is to create an innovation environment using variety, flexibility and active thinking and application. This includes being able to regress in terms of questioning how your organization has traditionally done things, and reassess the problems in the light of the competitive environment both within and external to your organization.
Clearly, a questioning mindset is required, but you still need to apply this mindset in a constructive fashion to gain positive insight. Management innovation requires you to continually ask two further questions: firstly, is the existing, traditional management strategy ultimately imposing a negative impact on the end result. 6 m diameter pressure vessel 500 cubic meters And secondly, is there a viable alternative to the existing methodology being employed? Your business is not simply about managing resources, rime and energy. Nor is it about managing change for the sake of change itself. The key to unleashing your true business potential is managing the ability to identify change which is required and beneficial to your business, rather than waiting for your competition to do it before you.
Jason Hindle recommends www.ArdenCoaching.com – New York’s leading executive coach and provider of leadership training for managers in NYC. Tailored solutions are available for senior executives and business leaders looking to develop their skills to take them and their businesses to the next level.
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