THE ROLES OF BEST PRACTICES & INNOVATION
IN ORGANIZATIONAL EFFECTIVENESS
DR. FREDERICK DEMBOWSKI
Hibernia National Bank Endowed Professor Emeritus,
Southeastern Louisiana University
President, The International Association Of
Organizational Innovation
BANGKOK, THAILAND
AUGUST, 2010
THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION
To View This Presentation Online,
Go To:
http://ijoi.fp.expressacademic.org/index.php
To Contact the Author, Email:
drfdembowski@aol.com
THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION
WHY ARE YOU IN EXISTENCE?
All Organizations Have a Purpose:
To Meet the Needs & Wants of
Their Clients/Customers
They Must Continue Doing This
In Order To Survive (& Make Money!?)
THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION
CAMERON & WHETTON (1983) WROTE THE
SEMINAL RESEARCH BOOK ON ORGANIZATIONAL
EFFECTIVENESS.
ACCORDING TO THEM, ALL ORGANIZATIONS
HAVE PHASES IN THEIR LIFE CYCLE THAT
HAVE A FOCUS ON:
MAINTENANCE
IMPROVEMENT
DEVELOPMENT
THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION
(Adapted from: Cameron, Kim S., and Whetton, David A. (1983) Organizational
Effectiveness: a Comparison of Multiple Models, Academic Press.)
THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION
THE FUNCTIONS OF MANAGEMENT VARY IN EACH OF THE
PHASES OF THE LIFE CYCLE OF AN ORGANIZATION
(Dembowski & Eckstrom, 1999)
THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION
MANAGEMENT OPERATIONS IN THE
THREE PHASES OF AN
ORGANIZATION'S LIFE CYCLE
I.
Maintenance of the Operations
of the Organization
(Short Term/Annually)
II.
Improvement of Operations
(Ongoing)
III.
Organizational Development
(Longer Term)
KEY OPERATIONS!!
Adapted from: Dembowski, F.L., & Ekstrom, C. (1999). Effective School District Management: A Self-Review Instrument
and Guide, Arlington, VA: The American Association of School Administrators (1999) and Scarecrow Press (2001).
THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION
MAINTENANCE
Performing the Operations of the Organization
(Short Term Or Annual)
Includes:
a. Budgeting
b. Review of Policies, Rules & Regulations
c. Review of Operating Procedures
d. Program Review & Planning
THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION
IMPROVEMENT
Analysis of the Operations of the Organization
(Continual)
Includes:
a. Problem Solving & Systems Analysis
b. Continuous Improvement (TQM)
c. Best Practices
THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION
DEVELOPMENT
A Re-examination of the Purpose of the Organization’s
Processes, Products & Services
(Longer Term?)
Includes:
a. Strategic Planning
b. Restructuring & Re-Engineering
c. Innovation
THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION
EFFECTIVENESS IS DOING THE RIGHT THING!
EFFICIENCY IS GETTING "IT" DONE AT A LOW
(OPTIMAL?) UNIT COST!
ORGANIZATIONS STRIVE TO BE
EFFICIENT AND EFFECTIVE.
A "BEST PRACTICE" IS THE OPTIMIZATION
OF THE EFFECTIVENESS OF AN ORGANIZATION
WHAT IS A "BEST PRACTICE” &
HOW IS IT ATTAINED?
THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION
BEST PRACTICES MODEL
Adapted from: “Best Practice in Park Interpretation and Education: A Report to the ANZECC Working Group on National Park and
Protected Area Management”, Department of Natural Resources and Environment, Victoria New Zealand, April 1999
THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION
THE STAGES OF INSTITUTING A
BEST PRACTICE:
I. DEFINE
II. DEVELOP
III. DELIVER
IV. EVALUATE
V. SUPPORT
THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION
BEST PRACTICES:
STAGE 1 - DEFINE
The DEFINE Stage Considers Issues Such As:
- Rationale
- Benefits and Outcomes
- Goals and Functions
- Relationship to Other Organization Functions
THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION
BEST PRACTICES:
STAGE 2 - DEVELOP
THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION
BEST PRACTICES:
II. The DEVELOP stage includes:
- Establishing objectives
- Mapping and analyzing customer needs
- Formulating and refining messages
- Setting Performance Standards
- Setting Key Performance Indicators
- Identifying key secondary customers
- Weighing costs against benefits
- Designing appropriate method and options for
product/service delivery
- Specifying relationships
THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION
BEST PRACTICES:
STAGE 3 -
DELIVER
THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION
BEST PRACTICES:
III. The DELIVER stage includes:
1. Controlling Delivery To Ensure Services Are In Accordance
With Target Objectives, Timeliness, Budget And Standards
2. Seeking Feedback To Monitor The Effectiveness Of
Products/Services And Improve Day-to-day Performance
3. Communicating Internally Across Organization's Operating
Units And Externally With The Organization's Customer
Base To Support Effective Delivery
4. Designing Work Routines And Job Responsibilities For
Effective Delivery Of Products/Services
THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION
BEST PRACTICES:
STAGE 4 - EVALUATE
THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION
BEST PRACTICES:
IV. The EVALUATE Stage Checks That Products/
Services The Organization Delivers Are
Regularly And Systematically Assessed For:
1. Effectiveness In Achieving Stated Outcomes
2. The Level To Which Performance Standards Have
Been Met
3. Degree To Which Performance Indicators Have Been
Achieved
4. Continuing Relevance Of Objectives And Design
Features
5. Wider Anticipated Or Unanticipated Impacts
THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION
BEST PRACTICES:
STAGE 5 - SUPPORT
THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION
BEST PRACTICES:
V. The SUPPORT Function
Mainly Addresses
Responsibilities Such As:
* Human Resources, Skills and
Deployment
* Financial Systems
* Technology, Equipment, and Supply
Of Materials.
The preceding material on Best Practices was adapted from: “Best Practice in Park Interpretation and Education: A Report to the ANZECC Working Group
on National Park and Protected Area Management”, Department of Natural Resources and Environment, Victoria New Zealand, April 1999
THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION
What Happens If You Are Producing
Goods Or Services In An Optimal Manner
(Best Practice) And Your Customers Are
STILL NOT SATISFIED?
That Is When You Need To Explore The
DEVELOPMENT Stage Of Your Organization!
THE Development Stage Consists of:
a. Strategic Planning
b. Restructuring & Re-Engineering
c. Innovation
Adapted from Dembowski, F. (1997)
THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION
What is Innovation?
INNOVATION Is PEOPLE Implementing Ideas
That Create New Value.
INNOVATION Has Several Key Factors:
The InnovationDNA™ Model
(Developed by: the InnovationNetwork)
THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION
What's Your Innovation Quotient?
Survey of People-Practices in Innovation™:
Knowing Where to Begin
© InnovationNetwork, 2004 – 2010
Every organization is
doing innovation
… at some level of expertise.
If you want to improve your
innovation capabilities,
you need to know where to
focus your efforts.
THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION
What's Your Organization's I*Q (Innovation Quotient)?
The following questions will help you see where your organization stands.
Please rate these 10 questions as candidly as possible.
Ratings:
1 never/probably not;
2 sometimes/possibly
3. generally/maybe
4. usually/probably
5. always/definitely!
1. _____ Does at least 25% of your revenue come from products and
services developed in the past 5 years?
2. _____ Do you consistently outperform your competition in things like
customer service, quality, time to market, ROI, and profitability?
3. _____ Do you routinely solicit, listen to, and act on suggestions from
people from every level and function of your organization?
THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION
4. _____ Do you encourage and stimulate interaction between departments and
promote cross-functional projects?
5. _____ Have all of your improvement processes (TQM, reengineering,
excellence, etc.) been as effective as you hoped?
6. _____ Do you regularly train people at all levels and in every function how to
think and work together more effectively?
7. _____ Do people in your organization regularly have time available to think
through situations, look at the big picture, bounce ideas off of peers, and
experiment with possibilities?
8. _____ Is information freely and readily available to everyone in your
organization rather than on a need-to-know-basis?
9. _____ Does your organization regularly review and update its assumptions,
mission and goals and encourage everyone in the organization to do so also?
10. _____ Is ownership, rewards and risks, distributed widely through your
organization through stock ownership plans or profit sharing plans?
_____ What Is Your Innovation Quotient? Add up the points for the 10 questions.
THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION
What Is Your Innovation Quotient?
1-14 - Your organization has a shaky grasp of innovation! If you don’t
take immediate action, the world may be passing you by!
15-29 - You need an information boost! Organize some informal
groups & start talking about innovation. Look at the questions that
you rated the lowest & see if others agree with your assessment.
30-44 - You are on the right track! But you need to open your lines of
communication! Ask all people in your organization what would make
their work life better. What tools do they need? What information do
they need? Do they understand their work processes & how they fit
into the whole?
45-50 - Congratulations! Somehow you have managed to do what
everyone else is talking about doing.
For more information, see:
http://www.innovationnetwork.biz/mission/dna/index.html
THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION
InnovationDNA™:
Framework of
Principles
Developed by:
InnovationNetwork
www.innovationnetwork.biz
THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION
InnovationDNA™:
COMPONENTS:
Context: Interactions With Customers, Suppliers, Competitors &
the Economy, Government, World Events, Communities and
Families
Leadership: Role Models Who See the Possibilities For the Future.
People: The Source of Innovation.
Basic Values: The Backbone That Defines an Organization.
Innovation Values: The Mindset That Makes
the Impossible Possible.
THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION
Entryways and Outcomes of the
InnovationDNA™
Entryways to Innovation
Ideas, Change, Passion and Trends
These Are The Innovation Drivers.
Outcomes to Innovation
The Outcomes Lead To Yet Another Cycle:
Renewal, Change, Reinvention, Trends
THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION
InnovationDNA™
Operational Elements of the Innovation DNA
How Do These Principles Show Up In Real Life?
Here Are Brief Descriptions of the Model’s
Concepts:
THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION
CHALLENGE
Innovation Means Doing Things Differently,
Exploring New Territory,
Taking Risks (Going Out On A Limb!)
There Is Nothing That Pulls Innovation As Much As
A Challenge That Captures the Imagination.
It Happens In Organizations Big and Small Every
Time People Are Excited By the Possibilities
of Creating Better Products and Services
and To Make A Difference In the World.
THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION
CUSTOMER FOCUS
All innovation should be focused on creating value
for the customer, internal & external.
Interaction with customers and understanding of
their needs are the best stimulators of new
possibilities and the motivation for implementing them
A constant stream of ideas and innovation is created
when everyone in an organization can identify with
their customer(s).
When the customer is a real presence to people,
they get excited about finding new ways to add value
Listening to customers is a priority here!
THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION
CREATIVITY
Everything starts from an idea
Great ideas = generating a lot of possibilities.
Leadership to foster the climate that encourages
“blue sky” thinking and offers
direction and stimuli to spur creativity.
Individuals must embrace challenges &
push the boundaries of their thinking.
If you want ideas you have to create
incentives that attracts them.
A core value is Curiosity:
“There's Got to Be a Better Way.”
THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION
COMMUNICATION
Open Communication of Information, Ideas
and Feelings
Both Infrastructure and Advocacy Must Exist
To Promote the Free Flow of Information.
Leadership Must Model the Practices and Behaviors
of Innovation
Organizations That Restrict Communication and Fail
To “Think Together” Risk Disaster.
Sharing Information, Ideas, Experiences and Learning
Is the Lifeblood of Innovation.
THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION
COLLABORATION
Innovation Is Group Process.
It Requires Interaction, Information And
The Power Of Teams.
Multi-level And Cross Functional Project:
--- Teams Bring Diversity:
--- The Broadest Perspectives,
--- The Most Ideas &
---The Greatest Abilities
To Implement To Any Innovation Effort.
Innovation Is A Team Sport.
It Takes The Collaboration Of Lots Of
People To Successfully Implement An Idea.
THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION
COMPLETION
Moving New Ideas Forward Into Reality Requires
The Exploration Or Experimentation With A
Variety Of Alternatives To Yield Superior
Results.
Innovations Require Projects That Have Defined
Processes And Strong Implementation Skills:
… Decision-making,
… Delegating,
… Scheduling,
… Monitoring, And
… Feedback.
When Projects Are Completed, They Should
Be Celebrated.
Innovative Organizations Take New Products
To Market Quickly!
THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION
CONTEMPLATION
Making objective assessments of outcomes
and costs of new projects is essential.
Gleaning the lessons learned from both
fruitful and failed projects adds muscle
to the cycle of success.
When adopted in a disciplined approach,
contemplation adds invaluably to
organizational wisdom.
Innovative organizations develop ways to
collect and share the lessons
to create "wisdom systems".
Create “learning histories” to capture lessons
learned on new product development.
THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION
CULTURE
Culture is the "playing field" for all innovation
projects and activities.
The organization must nurture the seeds of ideas
and solutions to grow a culture that provides
the climate for innovation to occur.
The Culture for Innovation requires:
trust and respect,
the willingness to take risks,
the freedom to make choices,
a continuous scanning for new trends,
a commitment to systematically look for new
ways to do things, and
an equitable sharing of risks and rewards.
THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION
So, What Are the Roles of Best Practices
and Innovation In an Organization?
In Order To Be Effective and To Survive,
Your Organization Must Acquire Both
Best Practices and Innovations.
Both Are Achievable,
But Require Systematic Effort.
Good Luck!!
THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION
To View This Presentation Online,
Go To:
http://ijoi.fp.expressacademic.org/index.php
To Contact the Author, Email:
drfdembowski@aol.com
THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION
References used in this presentation:
Cameron, Kim S., and Whetton, David A. (1983) Organizational
Effectiveness: a Comparison of Multiple Models, Academic Press.)
“Best Practice in Park Interpretation and Education: A Report to the ANZECC
Working Group on National Park and Protected Area Management”
Department of Natural Resources and Environment, Victoria New Zealand,
April 1999
Dembowski, F., “The Roles of Leadership and Management in School District
Administration”, the AASA Professor, vol. 20, no. 2 Fall, 1997.
Dembowski, F and Eckstrom, C., Effective School District Management,
American Association of School Administrators, Arlington, Virginia 1999.
The Innovation Network, www.innovationnetwork.biz
What is your Innovation Quotient?
http://www.innovationnetwork.biz/mission/dna/index.html
THE INTERNATIONAL ASSOCIATION OF ORGANIZATIONAL INNOVATION