Innovation and learning

Jayashree Sadri and Sorab Sadri 1
INNOVATION AND LEARNING
[RESEARCH BASED OBSERVATIONS]
PROFESSOR JAYASHREE SADRI
AND
DR. SORAB SADRI

BASIS
 This presentation is based on research
work independently conducted by the two
authors and some academic papers they
have co-authored with Dr. S N Tara and
Prof. B S Guha between 2000 and 2008.

Value Centered Organizations
 In order to register developmental growth
and increase the general quality of life
value centered organizations are the need
of the hour.
 These organizations require a culture that
promotes creative and innovation within a
learning environment.

Basis of V C C
 The basis of a value centered corporate
culture lies in the policies and practices
that flow out of sound business ethics and
good corporate governance.
 So doing the propensity of building a
learning environment increases.

WHAT WE SAY
 RESEARCH IN WESTERN INDIA
 [1997-2006] SHOWS
 Management initiatives towards promoting
learning and innovation are a crying need in
organisations.
 In a country where social and employment
security is at a high premium all change is
positivist – from top downwards.

METHODOLOGY
 Participant observation
 Focused interviews
 Experiential evaluation
 Critical analysis of secondary data
 Selective feedback

EMERGENCE
 A realization that quality must be built into
the person the process and the product.
 A paradigm of quality fuelled by
innovation and learning at the
organizational level.
 A methodology for appreciating the nature
and content of the change dynamic at the
total environmental level.

RESULT
An Ideal Strategic Management
Intervention Involves Being Objective and
Using A Scientific Method
FOR:
Initiation through diagnosis
Being based on values and beliefs
Activation of ideas for value creation.
Evaluation of results

WHAT WE FOUND
COMMON CORPORATE PERCEPTIONS
 Usually a buzz word only to be used in public fora.
 Acceptable only if it means no rise in costs.
 Usually inspected only at the end of the process flow.
 Seen as a constant only to be built into the brand and
P R presentations.

WHY WE SAY
 We are living in an environment that is
constantly changing.
 This change is non-linear and non-
Newtonian.
 Disequilibria is dynamic and fuels the
engines of growth.
 We need to evolve new paradigms all the
while.

HOW THIS IS DONE
 Keep running even to remain in the same
place.
 Continually multi-tasking and multi-
functional.
 Always have a global vision.
 Move from core competency to divergent
competency.
 Use strategy as a stretch rather than as a
fit.

BASED ON OUR RESEARCH
 Promoting innovation and learning is the
panacea for a majority of organizational
ills.
 These ills are nurtured by the insecure
mediocrity.
 There must be rise of a collective
consciousness – a holistic awakening.

WE LOOOKED CRITICALLY AT
 The personae and processes of the
accumulation of capital.
 Quality of mindsets, that point to
innovation and learning as the optimal
solution to various problems that
organizations face.

CULTURE
In explaining their importance and their
justification we have zeroed in or
organisational culture building.
 Through proactive OD intervention
 Preceded by strategic diagnosis
 Followed by objective evaluation.

No Ad Hoc Intervention
 Innovation and learning cannot be spasmodic
activities undertaken by select individuals in the
management.
 A corporate vision must unfold such that
strategies flow out of objectives that in turn come
from the corporate mission.
 These strategies are the product of well thought
well planned and well executed initiatives.

HOW THIS CONTINUITY
Pursuing our line of thought we argue that
policies of firms have to internalise in
order to implement these credos.
There are shared values, shared visions
and shared initiatives.

POWER AND AUTHORITY
 It is a mistake to believe that authority is
delegated.
 Only power is delegated and with
empowerment comes accountability.
 Clarity and cogency at every step aids
achievement of well reasoned objectives.
 The ambit of quality is thus defined.

A HEGELIAN DICHOTOMY
 Empowerment without accountability
breeds TYRANTS.
 Accountability without empowerment
breeds SLAVES.
 Both propositions are unacceptable.

YET
 Tyrants and Slaves flourish.
 Sycophancy is cherished.
 Mediocrity thrives.
 Ad hoc practices prevail.
 Development-less-growth is accepted.
 Paradigm change is resisted.

SO
 Stability becomes inertia.
 Free thought becomes a challenge.
 The cycle of change is not progressive.
 Old wine is presented in new bottles.
 Tick marking activity becomes very important.
 Quality deliverables are merely mouthed.
 India remains on the periphery of the capitalist
world order.

THE IMPERATIVE
 Quality deliverables ARE the only answer.
 Continuous innovation and learning HOLD
the key.
 Change in thought (consciousness) MUST
precede change in action (decision
making and execution).
 LEARN to reflect before and after the act.

THE PROPOSITION
 Limerick and Cunnington posited
"Metastrategic Cycle“:
 A concept that links together vision,
identity, configuration and organizational
action.

THE METASTRATEGIC CYCLE
This has four basic elements or stages
within it and is relevant to India as Sadri
and Ajgaonkar have argued:
(i) Founding vision,
(ii) Identity,
(iii) Configuration Design and
(iv) Systems of Action.

THE INNOVATION
PARADIGM
Strategic focus in respect of quality, relevance
and performance was possible only through merit
review, human capital management, technology
enabled business processes and performance
assessment that was inherently creative and
innovative.

OUR VIEW
 The innovative organization contributes to
continuous improvement and
transformational change through a range
of interdependent systems of action
focused on individual and organizational
development.

OUR LOGIC
Such an organization has
 Roles and relations existing as a
multidimensional web rather than a lateral
flow.
 People work together across divisional,
functional, and hierarchy boundaries
easily.

OUR SCHEMA
 (a) A bias for reflection-in-action
 (b) Formation of learning alliances.
 (c) Developing external networks.
 (d) Multiple reward systems.
 (e) Creating meaningful information.
 (f) Individual empowerment.
 (g) Leadership and vision.
 (h) Enhancing quality of mindsets.

OUR SUBMISSION
 India’s economy is at crossroads where Quality is
an imperative.
 In embracing a free market economy we must not
throw the baby out with the bath water.
 Competition must flow into collaboration through
strategic alliances.
 The human being must not be forgotten in the
quest for technological superiority.
 For the above to be actualized sound business
ethics and good corporate governance are
indubitable.

The Big Question
 Aristotle once wrote some people are born
for leadership as others are for serfdom.
 With a neo-colonial mentality and living
under conditions of peripheral capitalism,
albeit of a retarded variety, are we trying
to prove Aristotle right?

QUO VADIS?
 Six decades ago India got its freedom.
 Today we must continue to fight for our
independence.
 This involves an emergent collective
consciousness fuelled by innovation and
learning but founded on the quality of
thought word and deed.

Our Task Ahead
 Without levels of gyan buddhi and vivek
being raised we may be free but forever
we shall pine for independence.
 Can guan (knowledge) buddhi (intelligence
) and vivek (consciousness to discern) be
nationally raised?
 How? Who by?

Innovation and learning

Empfohlen

Empfohlen

Weitere ähnliche Inhalte

Was ist angesagt?

Was ist angesagt? (20)

Andere mochten auch

Andere mochten auch (20)

Ähnlich wie Innovation and learning

Ähnlich wie Innovation and learning (20)

Kürzlich hochgeladen

Kürzlich hochgeladen (20)

Innovation and learning