This paper aims to help people in organizations understand why so much of the talk and effort focused on innovation fails to generate real results.
Abstract
Purpose
This paper aims to help people in organizations understand why so much of the talk and effort focused on innovation fails to generate real results.
Design/methodology/approach
The paper describes the origins of the Synectics® approach to creative problem solving based upon observation of successful innovators. This approach resulted in a tool kit that has applicability for anyone in organizational life struggling to get new ideas and to take these to action.
Findings
The paper has reference to a number of organizations and the results realised.
Originality/value
The originality is the reference to a holistic view of creative problem solving connected with a behavioural approach to make it happen. The value to any organization is beyond measure. At a simplistic level the time in meetings can be halved while simultaneously doubling the output. That is a huge cost saving and release of human energy into more productive effort.
Details
Keywords
– The purpose of this paper is to encourage the reader to reflect upon the consequences of leadership behaviour and the effect on innovation and performance in an organisation.
Abstract
Purpose
The purpose of this paper is to encourage the reader to reflect upon the consequences of leadership behaviour and the effect on innovation and performance in an organisation.
Design/methodology/approach
The reader is encouraged to begin by answering five leadership questions for themselves. Some underpinning ideas are introduced with examples from the world of commerce, all within a structured model designed to encourage further reflection.
Findings
The consequences of low-performing leadership as demonstrated by behaviour, intended or not, are catastrophic for innovation performance.
Originality/value
This is work based upon the author's own 30 years working with organisations helping them with innovation and leadership. The source of the five leadership questions and the “love” model is unknown as they were given to me with no attributions.