an approach to agility in enterprise innovation

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An Approach to Agility in Enterprise Innovation. Alexander Gromoff , Valery Chebotarev , Kristin Evina and Yulia Stavenko National Research University “Higher School of Economics”, Russia. E nterprise C ontent M anagement. Certain trends. - PowerPoint PPT Presentation


An Approach to Agility in Enterprise Innovation

An Approach to Agility in Enterprise InnovationAlexander Gromoff, Valery Chebotarev, Kristin Evina and Yulia StavenkoNational Research University Higher School of Economics, Russia

Hello! Today I would like to tell you about the research we made in collaboration with IT company due to The Grant we have won for production across-platformsystems for processing unstructured informationbased onfree softwareto improveinnovation managementactivities in companiesin Russia today. The main challenge of such Reseach project is to create ECM platform which will consist not only standard ECM features but will help to support innovation activities by simplifying the information exchange between employees, accumulating andclassifying best practice's to provide process excellenceconvenient toolsfor collaborationaccelerationof information flowswithin the organization1Enterprise Content Management

Improving efficiency and optimizing business processes are currently the biggest drivers for ECM in most organizations - by a factor of 2:1 over compliance, whereas 3 years ago they were equal (State of the ECM Industry 2010 AIIM Market Intelligence).

The amount of unstructured information exceeds 80% of the meaningful the entire enterprise content. Content Chaos is the strongest driver (State of the ECM Industry 2010 AIIM Market Intelligence).

From more than 900 CEOs surveyed, less than half are satisfied with the financial returns or (ROI) on their investments in innovation (BCG).

Certain trendsERP is oriented on operational (repeated and reproduced) activities.

Innovations are unique. Information about innovation is necessary for its appearance and development (unstructured and unformulated) => ERP high fence for innovations, and thinking is for dummies Bissmark Art of war

ECM allows to accelerate and strengthen innovation processes.Business value of ECMIt must maintain and support the innovation process as macro-process throughout its life-cycle.

It should depend on the goals of innovation development organization.

It should be based on methodology used for its realization and social meaningful factors.

Innovation-Oriented ECM platform

Innovation lifecyclein social systemInformationaboutthe external environmentOrganization as an open systemexternal

environmentEndless process6Formulate requirements for developing innovation support in the context of an ECM system.Define the meaning of innovation.Find how to set up an ECM system in order to support the innovation management process.Look at innovation management process from the subject-oriented point of view.Summarize the benefits of S-BPM approach with relation to the socio-psychological view on specific roles of subjects participating in innovation processes.Plan of the studyInnovationInnovation is a process of converting implicit knowledge into value and competitive advantage for better ways of doing business.It improves efficiency and effectiveness of a product, process, or service. Innovation is fundamentally a continuous macro-process over the business processes.The goal is toembedinnovationin business processes execution and gain new level of profit.Innovation as asubject of researchinmanagementtheoriesApproaches to the innovation process managementInnovation activities supportFeatures:Attitude to subjects:

Self-organized nature, including networked structures, social networks and thus creating conditions for the diffusion of intellectual outputs;High-level management has to be decentralized as a consequence of the self-organizing structure;The system has to offer its intellectual resources and their competences - fresh stream of the ideas, approaches, and solutions to the internal competences;The system must operate on natural selection mechanisms.

Innovation Process ManagementParadigm 2: Intellectual Resources Support (Subjects of Innovation Activities)12Typical scenario of an innovation process

1. employee creates a novation

2. employee brings the novation to his manager3. employees manager likes or dislikes the novation4. He asks for more research and expert estimation5. needs to identify the right experts within the company to find what research may have already been conducted on the same topic6. need to socialize their idea with the entire company7. will not receive no rewards or incentives for the contribution and idea submission

13The value of getting things right time can induce a fear of mistakes and experimentationManagers who are not as secure as they should be can resist or block ideas that are not their own or which they see as threatening. It takes to long to communicate and have feedback.Limited number of experts can be involved.No structured processes in place to drive such cross functional collaboration.A significant amount of work is required by employees to refine their ideas. No method to socialize the idea with a wide audience and no incentive to contribute.ProblemsHere is a typical scenario of an innovation process in the business world. An employee has an idea about a product enhancement but there is no formal method or process in the company where this idea can be captured and evaluated. Based on some assumptions, the employee brings the idea to his manager. The employees manager likes the idea, and suggests that he present it at the next leadership meeting. The leadership team also likes his idea but needs more business intelligence and creates a task team. Now the innovation process is fragmented. People are challenged to identify the right experts within the company to find what research may have already been conducted on the same topic. They dont have tools in place to develop a comprehensive business case. They cant socialize their idea with the entire company and also receive no rewards or incentives for the contribution and idea submission. It requires tremendous tenacity on the part of the person with the idea to push it through the organization.

14Innovation Process Management4. experts review the novation and have their feedback. High-rated novations are approved or rejected.

2. searches for experts3. exposes the novation to a created community of experts identified by using expert search mechanism1. employee creates a novation

5. Innovation accepted and implemented by Innovation Management OfficeInnovation Process Management from S-BPM point of view

Knowledge Community CreationInitiator


Corporate culture changesExpert searchNovation GenerationUnified communicationsInnovation development policyThe subject "Initiator" sends the message "Request for community creation to the subject "Agent" (this is not a man, but an element of an IT system). "Agent", who has staff profiles, sends two messages with his recommendations on potential investors of intellectual capital and their profiles back to the "Initiator.Having examined the recommendations and profiles of candidates, the Initiator" sends invitations to potential investors (subject Employee) and, after receiving the consent, creates a new community for the innovation development. The formal establishment and registration of the community is operated by the Agent. A potential investor becomes participant of the innovation process. The development of innovation begins after the collection of intellectual investments of the community.17Develop a culture of innovation: enable more people to participate in the innovation process, and provide the mechanism for generating valuable novations.Include in the network of innovation communities only those employees who want to be and can be engaged in innovation development.Each employee who wishes to be engaged in the innovation process has to study and undertake certain common rules for all participants. Rezak's "Links decide all, Rules for positive networking" provides proven rules for the creation of these types of networks. Rezak D., Links decide all, Rules for positive networking, 2009, p. 208

Results of Knowledge Community Creation StageExperts


Innovation Identification and Approval

Increase visibility to the innovation process: clear process for developing, evaluating innovations.Take into account a variety of intellectual investment sources, interdependence and parallelism of development cycles of an innovation.Increase speed of the innovation process: resolve problems faster.Creation of expert competence centers, where knowledge can be accumulated, stored and distributed enterprise-wide. Experts in such centers should be linked cross-functionally, thus elaborating solutions for complex interdisciplinary problems.

Results of Innovation Identification and Approval StageHigh-grade innovation-focused ECM system can be (and must be) designed on a platform of subject-oriented innovation process management. The S-BPM implementation as part of an innovation ECM system gives enterprises a powerful tool for independent management of business processes and ECM system services and speeding up innovations profit appears.ConclusionsQuestions?Thanks for the attention!