An organisation which has at its core value a desire to continuously increase innovative capability will be better positioned to react quickly to changed circumstances (Carnall 2007). Flexible processes will enable the organisation to react quickly to take advantage of new technologies and opportunities. A preparedness to acknowledge that failure is a part of being innovation is important (Martins & Terblanche 2003, pp. 69-73). Employees need to have enough flexibility to allow for the implementation of innovations and they must feel that their leaders value, even reward, innovation irrespective of whether they are successful.
An understanding of the type of employees required for an organisation to meet its objectives and an appropriate recruitment strategy is crucial to ensure the capacity exists for activities to be achieved that link to the organisation’s vision. Leaders must value their role in providing inspiration for other workers and continually push others to challenge processes, be creative and take risks.
When changes are required an effective communication plan is essential so employees understand the need for change. Employees from different levels of an organisation will have different perceptions of the way the organisation is coping, depending on their day to day exposure to relevant information. Leaders must be aware of the need to continually seek feedback throughout any change implementation process and to continually update and refine the communications plan accordingly (Goodman & Truss 2004, p. 225). Rewards and recognition must be tailored to suit the organisation’s strategic intent and this reinforcement will assist with embedding changes.
It is a little ironic that providing an environment in which spontaneous creativity and innovative behaviours are encouraged, even expected, actually requires a substantial amount of planning. Organisations need to discover ways to preserve quality control over essential products and services to ensure cost effective production whilst allowing their employees creative freedom (Rainey 2006). Leaders must aspire to the ideals of learning and knowledge and possess the ability to build the necessary systems and processes to maintain control whilst continually seeking enhancement and improvements. Ultimately this will be one of the most important determinants of an organisation’s success and its long-term survival. It could be said that the business of creating ‘a formula for long-term growth, renewal and inspiration’ would be worthy organisational goals. (Rylatt 2003, p.224).
Carnall, C, 2007, ‘Theories of change: critical perspectives’ in Managing Organisational Change, 5th ed, Prentice Hall.
Goodman, J & Truss, C 2004, ‘The medium and the message: communicating effectively during a major change initiative’ in Journal of Change Management, Sep2004, Vol. 4 Issue 3, pp. 217-228, DOI: 10.1080/1469701042000255392
Viewed online on 24 December 2010: http://web.ebscohost.com.ezproxy.cqu.edu.au
Martins, EC & Terblanche, F 2003, ‘Building organisational culture that stimulates creativity and innovation’ in European Journal of Innovation Management, vol. 6, no. 1, pp. 64–74
Viewed 20 November 2010.
Rainey, DL 2006, ‘Inventing the future through enterprise thinking and sustainable business development’ in Sustainable Business Development, Cambridge University Press.
Rylatt, A 2003, ‘Measuring your know-how’ in Winning the knowledge game, The McGraw Hill Companies.