When the printing press was invented around the 15th century, knowledge was also spread to the masses. Those in control started to lose their power and eventually their positions of leadership were no longer required or respected.
In the same way, the spreading of knowledge in our economic age is giving power to the masses and forcing leaders to continually re- invent themselves, or the ideas they stand on, to ensure that they stay at the top. It is no longer adequate to follow a business plan and expect that the results of the past will suffice. Those results are freely available to anyone who can load the right application on their iPhone.
Innovation is what is required to break
through and to stay afloat in this new and competitive age. The goal of a business may not be to rule the world in a certain area, but in this day and age it will definitely require innovation to stay relevant and healthy.
Appendix A leader:
- Has the intense desire and motivation to lead other people to achieve common goals;
- Has higher level of energy, ambition and initiative to accomplish things;
- Possesses integrity, honesty and is trustworthy;
- Has the capacity to believe in themselves and their abilities;
- Is capable of knowing things and the industry they are into;
- Is well adjusted and has emotional maturity;
- Is capable of making analytical decisions and execute sound judgment with other successful leaders.
Lowell Bryan states in the article, Innovative Management: A Conversation with Gary Hamel and Lowell Bryan, that “there is a market for talent, and as long as you are willing to pay what the market place demands, you can attract talented people. The real challenge is making profits off those talented people.” A business can spend millions on talented people, but how do they get those people to produce in a creative way? One of the first steps is to create an environment of creativity.
Creating an environment for Innovation In order to create an environment and culture of innovation within an organisation, the organisation requires a shared vision for innovation. Ideas should be judged in fair and constructive ways and innovative work should be recognised and rewarded. Mechanisms for encouraging and developing new ideas should be put in place. Any organisational obstructions should be removed. These may include internal political problems, harsh
criticism and an environment of
destructive internal competition. Innovative leaders should show support of individual contributions and also confidence in the people they manage. Creative people should be nurtured and promoted while the influence of negative people should be neutralised as far as possible.
Resources, such as funds, materials and facilities should become freely available and each person must know they have access to these whenever they require it. Workloads and
expectations should be kept at a
reasonable level, as employees under heavy time pressures will seldom add constructively to an innovative environment.
Freedom is extremely important in an
innovative environment. Obviously freedom cannot extend entirely when it comes to timeframe and cost, but the approach to a problem of idea must not be constrained. Having said that, innovation and productivity go hand in hand with challenging work and employees must feel challenged. Outrageous goals and difficult work can often empower employees, but these must be accompanied by the appropriate support structures.
64 Management Today | September 2012 The Innovation Journal
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