“The innovation manager: role, competencies and skills” - The relevance of implementing specific positions for managers creating innovative organisations

“ The innovation manager: role, competencies and skills” The relevance of implementing specific positions for managers creating innovative organisations

[object Object],[object Object],[object Object],Overview

The two roles of the innovation manager ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Champion organisational innovation and evaluate and improve the organisation’s innovative capability (chief innovation manager) Facilitate innovation in the organisation (operational innovation manager) ,[object Object],[object Object],[object Object]

Provide on board level effective leadership of innovation in an organisation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Necessary changes for creating a new work organisation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Complete approach: (re)design, develop, improve continuously and focus on integration People: HR Culture Structure Systems Leadership & focus on primary process Mission, vision, strategy, objectives Organisational performance develop design Innovation Attractiveness Performance Results

Influence corporate structure & culture to create an organisation that is open to innovation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Review on board level the innovative capability of the organisation’s resources ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Two essential dimensions of work organisation innovation = go beyond ‘redesign’ ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

[object Object],[object Object],[object Object],[object Object],[object Object],The ‘work flow’ - Criteria for redesigning processes

Focus on the primary process: Grouping together activities in the customer order flow Customer 1 Customer 3 Customer 2 customer 1 customer 2 customer 3

Creating customer focused value streams Management Management of staff ICT planning Preparation & design quality control administration HRM Business unit leaders

Motivate on board level all employees to contribute to the innovation process ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Being able - on operational level - to engage and enthuse colleagues in the innovation process ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Establish on board level an organisational scorecard for innovation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Ensure - on operational level - that innovation projects are planned in line with organisational criteria ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Able to manage - on operational level - a programme of innovation projects ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Integrated management - departments are directly & integrated linked to business units Management Management of staff planning Preparation & design Quality control Administration HRM Self-directed teams Business unit leaders Project-orientated improvements ICT ,[object Object],[object Object],[object Object],Process INTEGRATION of staff

Interfaces with existing positions in the organisation. Production manager Logistics manager Quality manager R&D manager HR-manager Production manager Logistics manager Quality manager R&D Manager HR-manager VS1 VS2 VS3 PL1 PL2 PL3 PL4 Innovation manager

Identify his/her own responsibility on operational level for achieving innovation goals ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

“The innovation manager: role, competencies and skills” - The relevance of implementing specific positions for managers creating innovative organisations

Empfohlen

Empfohlen

Weitere ähnliche Inhalte

Mehr von European Economic and Social Committee - SOC Section

Mehr von European Economic and Social Committee - SOC Section (20)

Kürzlich hochgeladen

Kürzlich hochgeladen (20)

“The innovation manager: role, competencies and skills” - The relevance of implementing specific positions for managers creating innovative organisations