Assessing Your Organization's Potential for Value Innovation

Aiman-Smith, Lynda; Goodrich, Nina; Roberts, David A.; Scinta, James

doi:10.1080/08956308.2005.11657303

Cited by 49 publications

(44 citation statements)

References 4 publications

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“…Developers need to feel that the environment supports and is open to innovation before they will make a contribution [8,32]. Further, people working on the product need to share information and collaborate so they are sufficiently informed [2,28,39]. Due to specialization in teams and iteration pressure (the constant pressure of delivering what has been promised for the next iteration), the individual developer had little freedom.…”

Section: Discussionmentioning

confidence: 99%

Fostering and Sustaining Innovation in a Fast Growing Agile Company

Moe

Barney

Aurum

et al. 2012

Product-Focused Software Process Improvement

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Abstract. Sustaining innovation in a fast growing software development company is difficult. As organisations grow, peoples' focus often changes from the big picture of the product being developed to the specific role they fill. This paper presents two complementary approaches that were successfully used to support continued developer-driven innovation in a rapidly growing Australian agile software development company. The method "FedEx™ Day" gives developers one day to showcase a proof of concept they believe should be part of the product, while the method "20% Time" allows more ambitious projects to be undertaken. Given the right setting and management support, the two approaches can support and improve bottom-up innovation in organizations.

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Section: Discussionmentioning

confidence: 99%

Fostering and Sustaining Innovation in a Fast Growing Agile Company

Moe

Barney

Aurum

et al. 2012

Product-Focused Software Process Improvement

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“…Indagó, sobre las actitudes organizacionales respecto a los clientes y el mercado: si la organización tenía orientación al mercado y tendía a averiguar las necesidades presentes y futuras de los usuarios [21]; si tenía, también, orientación al usuario [22]; si las personas se sentían libres para mantener contactos dentro y fuera de la organización, discutir problemas y cuestionar el estatus quo [22][23][24][25]; evaluó el ritmo o la velocidad de vida en la organización, especialmente el ritmo de aparición de nuevos proyectos [22]; y si nuevas ideas e iniciativas encontraban atención y apoyo entre los jefes y compañeros [25]; si la organización tenía la voluntad y habilidad de adquirir nuevas tecnologías [21]; y presentaba orientación al aprendizaje individual y colectivo [21,26]. Se preguntó, también, por la percepción sobre los procesos internos.…”

Section: Metodologíaunclassified

“…Se preguntó, también, por la percepción sobre los procesos internos. Si en la organización se sentía el liderazgo de las directivas [21]; si se fomentaba la diversidad de pensamiento y las personas exponían sus ideas e iniciativas sin temor de ser criticados [22,25]; si la organización era orgánica y practicaba el empoderamiento [22]; si se trabajaba con alegría [25]; si la comunicación era abierta, directa y democrática [23,25]; si la organización se caracterizaba por tener una atmósfera relajada [25]; y si en la organización el debate de ideas se realizaba de manera madura y nunca se degeneraba en los conflictos entre personas [25].…”

Section: Metodologíaunclassified

Percepción de Grupos Relacionados de Diagnóstico y cultura innovadora por profesionales de enfermería

Gorbanev

Agudelo-Londoño

Cortés

et al. 2015

Rev. Fac. Nac. Salud Pública

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Los profesionales de enfermería desempeñan un importante rol en el Hospital a la hora de implementar innovaciones. Se desconoce su percepción frente a los Grupos Relacionados de Diagnóstico como una innovación. Objetivos: Caracterizar la percepción de los profesionales del departamento de enfermería sobre los Grupos Relacionados de Diagnóstico como una innovación, en un Hospital de alta complejidad en Colombia. Metodología: Estudio de caso. La información se obtuvo de encuesta y grupo focal. Se calcularon estadísticos descriptivos para las percepciones de la innovación; se transcribieron y analizaron los datos del grupo focal. Resultados: La percepción de la cultura innovadora fue positiva y se encontraron diferencias según educación, posición jerárquica y sexo; las demás variables no fueron significativas. Frente a los Grupos Relacionados de Diagnóstico como innovación sólo el 12,5 % de los participantes los conocían, predominando una actitud positiva. El atributo que generó menos entusiasmo y mayor dispersión, fue la complejidad de los GRD. No hubo diferencias en la percepción frente a los cinco atributos por ninguna variable demográfica. Conclusiones: La homogeneidad de la percepción sugiere un ambiente favorable para implementar los Grupos Relacionados de Diagnóstico.

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“…Source Definitions 1 [64] 'Innovation has two parts: the generation of an idea and the conversion of that idea into a useful application.' 2 [79] 'Innovations are generated as products move through various processes from the research laboratory to the factory.'…”

Section: Appendix B Definitions Of Innovationmentioning

confidence: 99%

“…Thus the decision to do research in certain knowledge areas or to implement certain technologies will incur this cost) [174] Finance (funding the innovation project) [160] Non-specific investments [75] (-)The degree of indebtedness of the company [146] Total innovation expenditure (covers both R&D and non R&D innovation expenditure) [103] (-)The potential cost of the innovation [146] Empowerment Determinants Metrics Agile decision making (gathering and using various levels of information and involving diverse people to make a decision) [64] Empowerment (skilled people have ownership to innovate in their area) [64] [156] [170] Meaningful work (work that each person knows has impact in the organisation and with customer) [64] Job challenge [45] Autonomy (employees are allowed to decide themselves 'how to do a job') [45] Management Determinants Metrics Managerial roles [189] Business inexperience (the firm's inexperience and lack of knowledge about the project's required business practices) [174] Corporate mindset [190] Management involvement [147] Good management [89] [156] Willingness to abandon investments [75] Process [149] Management of technical aspects [89] Willingness to cannibalise [74] (-) Where other business executives think much too narrowly about R&D and the form of innovation partnerships [188] (-) More confusion over the management methods needed to deliver continuous value from external or open innovation activities, especially when they involve tens if not hundreds, of business partners [188] External collaboration Determinants Metrics Collaboration with supplier and customers [47] [73] External collaboration (reaching across suppliers, customers and alliances in order to maximise business potential) [136] Cooperation with customers and research institutes [191] Risk Determinants Metrics Climate of smart risk taking [149] Risk / Return balance [73] Freedom and risk taking …”

Section: Databasementioning

confidence: 99%

Towards innovation measurement in the software industry

Edison

Ali

Torkar

2013

Journal of Systems and Software

205

166

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Context: In today's highly competitive business environment, shortened product and technology life-cycles, it is critical for software industry to continuously innovate. To help an organisation to achieve this goal, a better understanding and control of the activities and determinants of innovation is required. This can be achieved through innovation measurement initiative which assesses innovation capability, output and performance.Objective: This study explores definitions of innovation, innovation measurement frameworks, key elements of innovation and metrics that have been proposed in literature and used in industry. The degree of empirical validation and context of studies was also investigated. It also elicited the perception of innovation, its importance, challenges and state of practice of innovation measurement in software industry. Methods:In this study, a systematic literature review, followed by online questionnaire and face-to-face interviews were conducted. The systematic review used seven electronic databases, including Compendex, Inspec, IEEE Xplore, ACM Digital Library, and Business Source premier, Science Direct and Scopus. Studies were subject to preliminary, basic and advanced criteria to judge the relevance of papers. The online questionnaire targeted software industry practitioners with different roles and firm sizes. A total of 94 completed and usable responses from 68 unique firms were collected. Seven face-to-face semi-structured interviews were conducted with four industry practitioners and three academics.Results: Based on the findings of literature review, interviews and questionnaire a comprehensive definition of innovation was identified which may be used in software industry. The metrics for evaluation of determinants, inputs, outputs and performance were aggregated and categorised. A conceptual model of the key measurable elements of innovation was constructed from the findings of the systematic review. The model was further refined after feedback from academia and industry through interviews. Conclusions:The importance of innovation measurement is well recognised in both academia and industry. However, innovation measurement is not a common practice in industry. Some of the major reasons are lack of available metrics and data collection mechanisms to measure innovation. The organisations which do measure innovation use only a few metrics that do not cover the entire spectrum of innovation. This is partly because of the lack of consistent definition of innovation in industry. Moreover, there is a lack of empirical validation of the metrics and determinants of innovation. Although there is some static validations, full scale industry trials are currently missing. For software industry, a unique challenge is development of alternate measures since some of the existing metrics are inapplicable in this context. The conceptual model constructed in this study is one step towards identifying measurable key aspects of innovation to understanding the innovation capability and perfo...

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Assessing Your Organization's Potential for Value Innovation

Cited by 49 publications

References 4 publications

Fostering and Sustaining Innovation in a Fast Growing Agile Company

Fostering and Sustaining Innovation in a Fast Growing Agile Company

Percepción de Grupos Relacionados de Diagnóstico y cultura innovadora por profesionales de enfermería

Towards innovation measurement in the software industry

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