Innovation in organizations
A convenient definition of innovation from an organizational perspective is given by Luecke and Katz (2003), who wrote:
"Innovation . . . is generally understood as the successful introduction of a new thing or method . . . Innovation is the embodiment, combination, or synthesis of knowledge in original, relevant, valued new products, processes, or services".
Innovation typically involves creativity, but is not identical to it: innovation involves acting on the creative ideas to make some specific and tangible difference in the domain in which the innovation occurs. For example, Amabile et al. (1996) propose:
"All innovation begins with creative ideas . . . We define innovation as the successful implementation of creative ideas within an organization. In this view, creativity by individuals and teams is a starting point for innovation; the first is necessary but not sufficient condition for the second".
For innovation to occur, something more than the generation of a creative idea or insight is required: the insight must be put into action to make a genuine difference, resulting for example in new or altered business processes within the organization, or changes in the products and services provided.
"Innovation, like many business functions, is a management process that requires specific tools, rules, and discipline."
From this point of view the emphasis is moved from the introduction of specific novel and useful ideas to the general organizational processes and procedures for generating, considering, and acting on such insights leading to significant organizational improvements in terms of improved or new business products, services, or internal processes.
Through these varieties of viewpoints, creativity is typically seen as the basis for innovation, and innovation as the successful implementation of creative ideas within an organization.
It should be noted, however, that the term 'innovation' is used by many authors rather interchangeably with the term 'creativity' when discussing individual and organizational creative activity.
Mindset & Culture
Terms of Engagement
- To develop appropriate intervention strategies to bridge the mindset & culture gaps
- Nurture & facilitate mindset and behaviooural change towards creating a highly motivated workforce to deliver superior reliable performance
Desired State
To develop a Mindset and Culture interventions for all business units and employees to embrace and demonstrate the KLCC Group Shared Values (iCLIP)
INNOVATIVE - Trend Setting Mentality
COHESIVENESS - United in purpose and fellowship
LOYALTY - Loyalty to Company and Nation
INTEGRITY - Honest and Upright
PROFESSIONALISM - Committed, Proactive and always striving for Excellence
End Deliverables, Value Proposition by 2011
- Celebrating superior performance culture and delivering competitive results
- Individual teams organization
- Clear manifestation of iCLIP
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