Creative organisation

Presentation covers Organizational design,Mechanism for stimulating Organizational Creativity,,Creative Societies , Value propositions and issues

1. Creative Organization Gopaldas Pawan Kumar Main excerpts from “ Corporate Creativity” -The Winning Edge By Pradip N Khandwalla

2. Issues in Organizational Design Organizational design responds to contrary pulls like efficiency in competitive world and pushes organizations into division of labor, specialization and standardization. This in turn introduces coordination and control mechanisms in an organization creating hierarchy and providing decision making powers. This also creates motivational problems and to solve them incentives, power sharing, participative or collective decision making issues have to be introduced . GDP 2 6/18/2013

3. Issues in Organizational Design (Contd--------) Due to these issues organizations move between flexibility and rigidity. Creative Organizations have to facilitate creative ideas , screen and implement the right ones. These are equivalent to an individuals Divergent and Convergent thinking process. Due to competition, reduced PLC and unpredictability creative organization design is a complex exercise . GDP 3 6/18/2013

4. Approaches to Design of Creative Organization As per Gary Steiner a creative organization is headed by a creative, entrepreneurial individual who commands or forces the rest of the organization to comply with his visions and ideas . Could be a decentralized organization in which number of of people display creativity. As per Cameron Ford the critical elements of design of the creative organization are its domains (Markets, Government agencies, Industry associations, etc ) , the system that interprets these domains, the system that acquires the needed knowledge and required skills for creative action. GDP 4 6/18/2013

5. Policy Frameworks An organization life is fraught with unpredictable events and complex issues. Issues to sort out could be : Should the organization diversify , if so into related or unrelated areas. Should the organization compete on the basis of product quality, features ,price or brand loyalty. Should it have a simple or elaborate structure. What policies favor organization creativity- experimental, risk taking, rapid growth or pioneering that may encourage organization innovations and creativity. GDP 5 6/18/2013

6. Organizational Design for Sustained and Successful Creativity There are sets of forces that can ready the organization for launching continuous stream of innovations. Selecting a particular domain. Adopting certain kinds of goals of major stakeholders (Owners, Vendors, Banks, Customers, Unions etc) Harboring certain kinds of management visions. The Organization has to take up certain actions like scanning environment,, undertaking SWOT analysis, introducing controls and mechanisms and motivating staff to spur innovations. GDP 6 6/18/2013

7. Choice of Sizzling Operating Domains Innovative Orientation of the Organization Management Grand Vision for Organization Use of Mechanism to Spur Growth Stakeholders Demands Scanning Environments Innovative Culture Motivational System to facilitate Innovations Conflict resolution to facilitate Innovations Innovations based Competitive Strategy Innovation based Growth Strategy Management Control to facilitate Innovations Sustained and Successful Creativity Organizational Design for Sustained and Successful Creativity GDP 7 6/18/2013

8. Mechanism for Stimulating Organizational Creativity Organizations need to work on many fronts to stimulate creativity. They need to develop creative and innovative mindsets at all levels and in all functions. They have to push movers and shakers to lead changes and innovations. Have to promote both incremental and breakthrough innovations on continuous basis GDP 8 6/18/2013

9. Organizational Creativity - Value Proposition and Mechanisms Delivering Them S.No Value Proposition Delivering Mechanisms 1 Creativity movement in the Organization Creative thinking network and Creative Training 2 Finding Movers and Shakers Multiplication of Change Agents 3 Vision that challenges the Organization to Innovations Creative scenario building and Mind Mapping 4 Breakthrough Product/Process Innovations Intrapreneurship and Parallel Groups 5 Breakthrough Operations related Innovations Creative Overlooking 6 Continuous small improvements and innovations Kaizen Systems 7 Information on strategic gaps that spurs innovations Creative experiments, Creative Surveys, Creative Benchmarking, Reverse Benchmarking . 8 High Potential Leads and connections Knowledge discovery. Stakeholders Councils 9 Space for decision making and initiative taking Exnovation GDP 9 6/18/2013

10. Mechanisms for Stimulating Organizational Creativity Creative Overloading : When a system is overloaded it looks a lot more for innovative ways for measuring up. Similar to stretch targets. Creative Benchmarking : It aims to look at various external avenues for creative Bench Marking Parallel Groups : Used to develop radically alternate creative approaches. It strengthens winning efforts with the strengths of the losing teams. Knowledge Discovery :it is the process of searching for links in data available with the organization to locate previously unknown patterns. GDP 10 6/18/2013

11. Mechanisms for Stimulating Organizational Creativity( Contd ….) 5.Creative Thinking Network : OZ Creative Thinking Network started in DuPont’s Industrial Fibers Division was initiated by employees to expand the company’s knowledge base of global concepts and technologies related to creativity and innovations and promote entrepreneurship, risk taking, quality leadership that facilitated commercial success. 6.Mind Mapping :It is way of going from big picture to concrete innovations. It is a display of concepts and activities that clarifies the connections among them related to complex issues. GDP 11 6/18/2013

12. Mechanisms for Stimulating Organizational Creativity( Contd ….) 7. Organizational Experiments : These are creative efforts when undertaken in diverse areas so that reliable information is generated for management interventions in unknown areas. 8. Stakeholders Councils : Encourages voice of stakeholders other than management to decide on future directions based on the suggestions . 9. Creative Surveys : Professional organizations frequently survey their employees to measure the morale, job satisfaction and also to solicit infrequently tapped information for innovative purposes. GDP 12 6/18/2013

13. Mechanisms for Stimulating Organizational Creativity( Contd …..) 10. Reverse Brainstorming : In this mechanism the winning strategy is attacked from competitor’s point of view. This will make the winning team to look at their strategy from various angles to unearth deficiencies. 11. Intrapreneurship : It is an encouragement to an employee by offering the proposed novel idea a nominal budget and facilities to work on the idea. It tries to marry the advantages of small dynamic charged up teams with resources so as not to stifle creativity but increase the probability of commercial success. GDP 13 6/18/2013

14. Mechanisms for Stimulating Organizational Creativity( Contd ….) 12. Kaizen : It is Japanese in origin and looks at continuous improvement in operations- 5S , ‘Q’ circles , Scanlon Plan , TQM etc are some of the tools. 13.Multiplication of Change Agents : Change agents bring in a culture of innovations in a company and is a very successful strategy to increase their numbers. 14 . Creative Scenario Building : Delphi technique is used to build different scenarios by experts looking into the future and the best are analyzed , modified and finally accepted. GDP 14 6/18/2013

15. Mechanisms for Stimulating Organizational Creativity( Contd ….) 15 . Creative Training : It works to enhance the capacity for divergent or lateral thinking. Organization wide results would improve by creative training . Ex: Brainstorming , Attributes Changing etc. 16. Exnovation : Yesterday’s innovation may be today’s Albatross . Review of policies, rules and regulations are required to overhaul old innovations and replace with new and efficient ones. GDP 15 6/18/2013

16. Creative Diagnosing Creative Diagnosing is essential to unfreeze the Organization for transformation. Diagnosis is creative when it is credible to internal and external stakeholders and also is done in an innovative manner . The info thus obtained is innovatively utilized. It has following steps: Creative mobilization of external and internal stakeholders for transformation. Creatively building an internal consensus for transformation. Creative Mindset Change. Creative Implementation of transformational strategy. GDP 16 6/18/2013

17. Creative Societies To succeed and prosper in creative age the nations have too make the transition from industrial to creative societies by investing in their people , building up their creative capital and remaining open and tolerant societies. The society should harness the talents and reward the energies of citizens to connect economic and human development. Countries like US , Germany, France , Japan are examples of creative societies where in Governments encourage creative environment to nurture and sustain creative societies. GDP 17 6/18/2013

18. The requirements / Characteristics of Creative Society 1.Open Society 2.Achievement Orientation 3.Autonomy 4.Resources availability 5.Collaboration 6.Self- identity 7.Diversity GDP 18 8. Recognition 9. Crisis 10.Government Support 11.Innovation oriented Corporate Society 12. Encourage Knowledge 13. Industry – Institutes Collaboration 6/18/2013

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