Preface


Out of all of the books that we have conceptualised and produced in the Management Today Series , the subject at the heart of this one remains the most paradoxical.

At the very core of organisational innovation is the concept of renewal, be it planned or otherwise . The clever bit is being able to turn the renewal process into a core competency that drives organisational strategy. That is the realm of ˜management innovation, and what this book is about.

So, where is the paradox? Part of the response to that question lies in the Australian cultural context. We present as a people who want to be inventive , but we act as a culture that needs to mitigate risk. When we translate this to the business context, there is little common understanding and potential is unrealised.

Consider these facts. In a recent consumer research study, 96 per cent of respondents rated ˜inventiveness as their top aspiration for the nation as a whole ( Eye on Australia ,Grey Worldwide Consumer Research Study, 2003). Yet, this heartfelt aspiration does not seem to be reflected in our businesses or organisations. For example, in a study conducted by AIM in the same year, as few as 20 per cent of respondents, who were senior managers, indicated that their organisations were innovative or entrepreneurial.

( Australian Business Leadership Survey: Stage 2 , AIM & Monash University, 2003).

What a yawning disconnect. The aim of this book is to address the proposition that the majority of organisations do not understand the innovation process and, further, that the imagination innovationperformance formula is either ignored or underrated .

The most consistent feedback we receive about the Management Today Series is about the way each title grasps a theme and examines it in a 360 degree fashion, pulling apart the topic, going in deep, and repacking it in a series of short, sharp chapters. This book is no different, and presents a wide range of perspectives and approaches from leading management thinkers and practitioners .

In preparing for this second edition , we have taken an approach that we hope is appropriate for the subject. We have revisited and updated assumptions, combined incremental improvements with bold new additions, increased the practical takeouts and totally revamped the structure. What remains the same, however, is the high calibre of the work from our contributing authors.

The book begins with some big picture, scene-setting chapters, which will introduce you to new and challenging ways of thinking about the future and how you can survive and thrive there. Next come explorations of how to nurture imagination and creativity, and how to generate the ideas that drive innovation. The second half of the book presents strategic approaches to renewal and operational options for embedding innovation within your organisation. Finally, entrepreneurial capabilities and approaches are tackled to ensure that imagination and innovation are linked with commercial success. And, as in all of our books, the role of leadership is a consistent background theme in each of the chapters.

But what do we mean by innovation? There are a variety of definitions in this book, but here are some that we like. Innovation is the practical application of imagination; or imagining , capturing, developing and implementing new ideas. It can be described as positive change resulting in new products, services, strategies or processes; or as developing a systemic approach for generating, capturing and commercialising new ideas.

This book is underpinned by the assertion that innovation in business requires a senior managerial response, whether the innovation strategy is offensive, defensive, imitative, dependent or opportunistic . It is the purposeful use of one or all of these approaches that will make the difference in the marketplace of the future.

Here is a startling prediction: in the future cutting costs and remaining efficient will still be necessary for corporate survival, but they wont be enough . Think about it. In the continuously changing global environment, almost everything is commoditised in one form or another, and the pace of catch-up and speed-to- market is astoundingly quick. The things that yesterday made us special no longer give us the edge. Today organisations of all sizes rely on customer service as their chief differentiator. But look behind you . . . soon that too will be commoditised and no longer a competitive advantage. What will be our next response to a hungry, watchful and ruthless marketplace?

We have entered an era where ideas, not products, will be the heroes. The organisations that flourish will be those that can use the imaginative and emotional energies of their workforce to differentiate themselves and as a source of competitive advantage. But here is the kicker : we appear to have little depth of experience in this arena.

Another paradox: within our organisations there is recognition of the need for innovation, but few are actually committed to the process. Innovation is about harnessing the hearts and minds of people within our organisations . . . yet we are reluctant to use this giant, energetic , untapped resource. Innovation is dependent on employees at all levels having the confidence to try new ideas and be unafraid of mistakes . . . yet our organisations judge and reward employees based on their ability to mitigate and avoid risk. Why is this so?

Perhaps it is because unleashing imagination, capturing the ideas in peoples heads and encouraging exploration require leaders who inspire trust. Research shows that transformational leadership and a healthy organisational culture are positively associated with the ˜right climate for innovation in business. So, like it or not, it is up to those in power and with power to lead the revolution.

Here is a simple test. Is innovation part of your organisations vision, mission and higher-level goals? Are your senior managers performance managed on their meaningful responses to management innovation? Do you give employees time and space to think and communicate improvements and new ideas? Do you ask your customers what they want and actually think about your offerings?

Answer no to even one of these questions, and you have some work to do.

Do you feel we have taken moral ground that is too high? Not high enough would be our response. It is our assertion that dialogue about management innovation is not prevalent enough. Management innovation is not a fad; it is not going away. Innovation will remain a key part of the lexicon of successful organisations.

The territory of the future will be owned by those bold enough to travel new paths today. But, whether your organisation is large or small, introducing management innovation requires the most senior executives to be the journeymen. Why? Because permission to explore and fail, and the impetus to get back on the right path , comes with the mantle of leadership or ownership.

If you wish to provide comment about this book and the propositions found within it, please email editor@aim.com.au or visit www.aim.com.au. As always, we look forward to your feedback.

Carolyn Barker, FAIM and Robyn Coy, AIMM Series Editors
Australian Institute of Management




Innovation and Imagination at Work 2004
Innovation and Imagination at Work 2004
ISBN: N/A
EAN: N/A
Year: 2005
Pages: 116

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