Does management innovation need a new change model?

2015 ◽  
Vol 43 (2) ◽  
pp. 33-40
Author(s):  
Stephen Denning
Keyword(s):  
Stock Price ◽  
Design Methodology ◽  
Shareholder Value ◽  
Management Model ◽  
Change Model ◽  
Management Innovation ◽  
Content Type ◽  
Continuous Innovation ◽  
Hierarchical Management ◽  
Practical Implications

Purpose – Believing that the goal of maximizing shareholder value as reflected in the stock price and the management methods of hierarchical bureaucracy combine to cripple the capacity of the firm to innovate, the author offers a new management model. Design/methodology/approach – Assuming that the goal of the change process is to foster continuous innovation of products and processes to serve customer needs, the author lays out a roadmap for leaders seeking to move beyond maximizing shareholder value and re-engineering bureaucracy. Findings – Any new management model should align with the concept that the best way to serve shareholders’ interests is to deliver value to customers. Practical implications – Practices like self-organizing teams, platforms, networks and ecosystems enhance and magnify the value of what employees themselves want to do. Instead of hierarchical management having an adversarial relationship with employees, managers can have a collaborative trusting relationship where institutional and personal goals coincide. Originality/value – The article offers leaders a rationale for instituting a combination of managerial, social and political approaches, with change platforms that are allied to an inspiring social and political change movement.

Why management models are crucial to the success of business models

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Stephen Denning
Keyword(s):  
20Th Century ◽  
21St Century ◽  
Design Methodology ◽  
Business Models ◽  
Digital Age ◽  
Management Model ◽  
Digital Innovation ◽  
Content Type ◽  
Management Models ◽  
Practical Implications

Purpose The author posits that the management model of an organization determines what kind of business models can be pursued within that organization and that successful 21st century management models are very different from those that succeeded in the 20th century. Design/methodology/approach The author compares and contrasts successful 21st century management models with models that succeeded in the 20th century. Findings Success in the digital age requires a 21st century management model and mindset based on an obsession with delivering value to customers. Practical implications The management model incorporates the key ‘written and unwritten rules’ of the firm. The success of digital innovation can be threatened by 20th Century management assumptions that thwart Agile initiatives. Originality/value Article explains how Agile mindsets and practices are essential to the 21st century management model, and how they potentiate the firm’s focus on creating customers.

Technology brokering and innovation: linking strategy, practice, and people

2005 ◽  
Vol 33 (1) ◽  
pp. 32-36 ◽  
Author(s):  
Andrew Hargadon
Keyword(s):  
Design Methodology ◽  
Innovation Process ◽  
Innovation Strategy ◽  
Growth Opportunities ◽  
Main Method ◽  
Content Type ◽  
Corporate Leaders ◽  
Continuous Innovation ◽  
New Ideas ◽  
Practical Implications

PurposeThe author has spent the last ten years studying the innovation process in modern organizations and found that the most successful firms pursue an innovation strategy termed technology brokering.Design/methodology/approachHow are the objectives achieved? Include the main method(s) used for the research. What is the approach to the topic and what is the theoretical or subject scope of the paper?FindingsRather than chasing wholly new ideas, these successful firms focus on recombining old ideas in new ways. The results have sparked many technological revolutions and produced a steady stream of growth opportunities for existing businesses.Research limitations/implicationsNeeds cases showing that technology brokering, and the complementary work practices and people, can successfully execute such a strategy.Practical implicationsBy transforming traditional R&D organizations through a strategy of technology brokering firms can build competencies for continuous innovation..Originality/valueTo pursue a strategy of recombinant innovation, corporate leaders must put themselves in position to be the first to see how existing technologies in one market could be used to create breakthrough innovations in another.

New rationale for the need for CKOs long-term: a systems perspective on observations

2017 ◽  
Vol 47 (3) ◽  
pp. 337-352
Author(s):  
Philip William Sisson ◽  
Julie J.C.H. Ryan
Keyword(s):  
Knowledge Management ◽  
Design Methodology ◽  
Practice Management ◽  
Management Model ◽  
Content Type ◽  
Systems Perspective ◽  
Management Concepts ◽  
Points Of View ◽  
Practical Implications

Purpose This paper aims to clarify the need for Chief Knowledge Officers (CKOs) and explain how some recent views on competencies for educational guidelines, a Knowledge Management (KM) competency model and expansion of practice management concepts make the need for CKOs clearer. Design/methodology/approach This viewpoint was developed in response to recent publications disparaging the idea of a CKO. The method used was to extract ideas from published and in-work papers to establish the basis for and explain the postulated Unified Competency Theory of KM and its implications regarding the need for CKOs. Findings CKOs are needed to ensure that all organizationally relevant functions’ knowledge and KM assessments and/or audits are individually complete and collectively sufficient. A risk/opportunity management role also provides justification. Research limitations/implications This paper mainly limits its discussion to the papers that comprise research leading to the Unified Competency Theory of KM, its implications and an updated practice management model. Other points of view that might substantiate or refute the conclusions have not been addressed. Practical implications The KM field needs to better identify KM’s risk and opportunity management role and functional imperative. Organizations may need to reevaluate their directions with regards to KM and a CKO. Originality/value It extends the concept of practice management to permit differentiating disciplines. It provides new rationale for CKOs.

Continuous innovation: unleashing and harnessing the creative energies of a willing and able community

2015 ◽  
Vol 43 (5) ◽  
pp. 24-31 ◽  
Author(s):  
Brian Leavy
Keyword(s):  
Design Methodology ◽  
Lead Author ◽  
Recent Book ◽  
Innovation Capability ◽  
Content Type ◽  
Continuous Innovation ◽  
Practical Implications

Purpose – In the recent book, Collective Genius: The Art and Practice of Leading Innovation, a team of authors and researchers offer answers to the questions: How can leaders build an organization that can innovate over and over? And why, in spite of all we know about innovation, have companies not made more progress on this important question to date? Design/methodology/approach – S & L interviewer Brian Leavy asks lead author Linda Hill about innovation misconceptions, planting the seeds of a willing innovation program and developing the innovation capability of an organization. Findings – Exceptional leaders of innovation don’t focus on finding the answers or setting the vision, but rather on creating the environment in which others are willing and able to collaborate and innovate together again and again. Practical implications – Repeat innovation requires that the leader be more of a stage-setter than the star performer. Originality/value – Linda Hill’s team was the first to articulate the notion that the ability to innovate on a sustained basis requires the development of three key capabilities–“creative abrasion,” “creative agility” and “creative resolution.”

Best innovators develop a point of view on the future and a roadmap on how to get there

2015 ◽  
Vol 43 (2) ◽  
pp. 15-22
Author(s):  
Kai Engel ◽  
Voletka Dirlea ◽  
Stephen Dyer ◽  
Jochen Graff
Keyword(s):  
Design Methodology ◽  
Management Practices ◽  
Early Stage ◽  
Innovation Management ◽  
Business Case ◽  
Point Of View ◽  
Content Type ◽  
Continuous Innovation ◽  
Innovation Strategies ◽  
Practical Implications

Purpose – The authors have collected key insights from the Best Innovator competition, launched in 2003. Six early-stage practices are critical. Design/methodology/approach – The Best Innovator competition, annual benchmarking against the best in innovation management, focuses on the how-to of innovation and examines what leading companies are doing to achieve better yield with their innovation strategies. Findings – By studying the competition winners, the researchers found a strong correlation between specific innovation management practices and sustainable, profitable growth. Practical implications – Best Innovators establish explicit expectations for making the business case for innovation. They name a specific set of deliverables to which they are committed. Originality/value – The article offers specific guidelines for setting the stage for continuous innovation that results in profitable offerings and services.

An approach to configuration management in the aero-engine overhaul process

2018 ◽  
Vol 90 (2) ◽  
pp. 418-426
Author(s):  
Huibin Sun ◽  
Zhiyong Chang
Keyword(s):  
Design Methodology ◽  
Configuration Management ◽  
Management Model ◽  
Time Coordinate ◽  
Content Type ◽  
Aero Engine ◽  
Aero Engines ◽  
Configuration Changes ◽  
Practical Implications ◽  
Evolution Trajectory

Purpose The functionality and reliability of an overhauled aero-engine is determined by all configuration changes in the overhaul process. Identifying, recording, auditing, tracking and tracing of configuration modifications are significant and meaningful. Considering the barriers to these goals, this paper aims to put forward an approach to configuration management in the aero-engine overhaul process. Design/methodology/approach The overhaul configuration management model is proposed to describe an aero-engine’s configuration evolution trajectory in the overhaul process. The controlling and auditing procedures are put forward to control and audit parts’ return-to-zero statuses and overproof statuses. And some searching algorithms are also designed to enable tracking and tracing of the configuration status along the time coordinate, or get a snapshot of an aero-engine’s configuration at a certain time. The above model, procedures and algorithms have been implemented and adopted to fulfill the configuration management requirements in the aero-engine overhaul process. Findings The approach is effective in identifying, recording, controlling, auditing, tracking and tracing configuration changes in the overhaul process. Practical implications The approach’s implementation and adoption present a practical example for aero-engines’ configuration management issue in the overhaul process. Originality/value The work proposes an original aero-engine configuration management solution for the overhaul process and enables a reliable and accurate configuration management mode.

scholarly journals Autochthonous management knowledge/knowledge management in Africa

2020 ◽  
Vol 24 (6) ◽  
pp. 1493-1512
Author(s):  
David B. Zoogah ◽  
Emanuel Gomes ◽  
Miguel Pina Cunha
Keyword(s):  
Knowledge Management ◽  
Design Methodology ◽  
Best Practice ◽  
Empirical Studies ◽  
Management Model ◽  
Technical Knowledge ◽  
Global Knowledge ◽  
Content Type ◽  
Management Knowledge ◽  
Practical Implications

Purpose There is a growing desire for more scientific and technical knowledge regarding Africa. This is because Africa has the potential and opportunity to generate impactful research. However, this potential is not optimized because of several constraints, including the lack of systematic reviews and models of knowledge management and paradoxical trends in Africa. The purpose of this paper is to review studies on knowledge management and associated paradoxes in Africa and a paradox-conscious African knowledge management model. The autochthonous African model that the authors propose has implications for global knowledge management. Design/methodology/approach The authors review studies on knowledge management and paradoxes on Africa. Findings The authors propose a model and identify 12 paradoxes broadly categorized as industrial, political and social. Practical implications The paradoxical tensions characteristic of Africa may be considered integral to business and policy rather than local expressions to be solved through international “best practice.” Originality/value The model this paper propose enables theoretical and empirical studies of knowledge management sensitive to the paradoxical tensions associated with autochthonous management knowledge and autochthonous knowledge management.

Lessons learned from mapping successful and unsuccessful Agile transformation journeys

2019 ◽  
Vol 47 (4) ◽  
pp. 3-11
Author(s):  
Stephen Denning
Keyword(s):  
Design Methodology ◽  
End Users ◽  
Lessons Learned ◽  
Top Down ◽  
Bottom Up ◽  
Content Type ◽  
Continuous Innovation ◽  
Management Models ◽  
Management Concepts ◽  
Practical Implications

Purpose The purpose of this article is to show how companies that embraced the Agile management mindset succeeded at continuous innovation. Design/methodology/approach The article describes the processes and mindsets of companies that successfully and unsuccessfully adopted post-bureaucratic management models. Findings Pioneering companies that have adopted a post-bureaucratic mindset are obsessed with adding more value for customers and end-users. Practical implications A case example of the model in practice is included. Originality/value The article recounts the problems and advantages of both top-down and bottom-up adoption of Agile management concepts and practices.

Ten Agile axioms that make conventional managers anxious

2018 ◽  
Vol 46 (5) ◽  
pp. 10-16 ◽  
Author(s):  
Stephen Denning
Keyword(s):  
High Performance ◽  
Design Methodology ◽  
Profit Maximization ◽  
Performance Requirement ◽  
Content Type ◽  
Incremental Value ◽  
True Purpose ◽  
Performance Teams ◽  
Hierarchical Management ◽  
Practical Implications

Purpose While the principles of Agile management are simple, the implementation of the actual “Laws of Agile” is daunting to managers trained in the traditions and culture of hierarchical management. This article offers a context for the three laws. Design/methodology/approach Implementing Agile requires fostering a mindset that is fundamentally different from traditional preoccupations with profit maximization and hierarchical authority. Findings Agile is about generating instant, intimate, frictionless, low-risk, incremental value at scale. That’s the new performance requirement. Practical implications A growing number of companies, including those that have embraced the Agile mindset, believe the true purpose of a firm is to create customers and establish a sustainable relationship with them. Originality/value For leaders and managers this article offers radical insights. In an Agile organization, talent discovers strategic opportunities. Talent drives strategy. When the whole organization truly embraces Agile, instead of a steady state machine, the organization becomes an organic living network of high-performance teams. 10;

New lessons for leaders about continuous innovation

2015 ◽  
Vol 43 (1) ◽  
pp. 11-15 ◽  
Author(s):  
Stephen Denning
Keyword(s):  
Design Methodology ◽  
Best Practice ◽  
Management Practices ◽  
Technological Breakthrough ◽  
Content Type ◽  
Software Developer ◽  
Continuous Innovation ◽  
Competitive Edge ◽  
Software Companies ◽  
Practical Implications

Purpose – After firms have made a technological breakthrough they need to practice continuous innovation to delight their customers so they will be able to keep dominating those markets in an enduring fashion. This masterclass aims to address the question, “So what’s involved in this rapid innovation?” Design/methodology/approach – To answer the question, the author looks first at a primer, What is DevOps? by Mike Loukides. It describes the continuing acceleration in innovation in software development. To illustrate best practice the author looks at the case of Software developer Etsy. Findings – In leading firms, instead of management approval being required for all changes, now all improvements that have been fully tested are deployed immediately – Within the broad strategic framework, the staff is authorized to proceed with continuous improvement. Practical implications – The reality is that most firms today, whether they know it or not, are already software companies and will steadily become more so. Their competence in dealing with software will be a key part of their competitive edge – or lack thereof. Originality/value – For leaders in all markets the lesson is – networked organizations using agile management practices and continuous deployment with a culture of trust, delegation and collaboration are able to move and innovate much more rapidly than traditional managements that are saddled with legacy cultures of hierarchical bureaucracy.

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