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THE DA VINCI REPORT WI N TE R 2011 I SSU E

well-understood mechanisms that align the executive’s vision to the team’s daily activities.

The “visionary leader” organisa- tion mirrors the “Doer” arche- type.

n Systematic innovation. This archetypal organisation has strong traditional executive lead- ership that sets priorities, raises urgency at the appropriate time, and allocates resources effec- tively. It assigns small groups of cross-functional employees to discrete tasks and do not penalise failure.

There is typically a high tolerance for dissent and experimentation in the organisational culture. The “systematic innovation” archetypal organisation has elements of both the “Watcher” and “Teacher” archetypes.

n Collaborative innovation The organisation has leadership that is expert in developing strategic alliances and which recognises when to outsource. Staff is empowered to make deals with outside vendors with mini- mal approval polices and the organisation excels at choosing the right external partner or technology that enables dynamic reconfiguration.

This type of organisation is, above, all excellent at under- standing and responding to its customers’ needs.

Like those organisations that em- brace “systematic innovation”, those that specialise in “collabo- rative innovation” have elements of both the “Watcher” and “Teacher” archetypes.

Ideally, people and organisations should have aspects of different innovation archetypes, albeit with one dominant archetype. The ar- chetypes are also dynamic and evolve continuously.

Knowledge-worker roles

The following seven roles within which innovative managers apply their individual knowledge con- tribute significantly towards creat- ing a sustainable competitive advantage for organisations: n Adventurers: managers con- tribute unusual solutions to re- solve customer and operational problems as they use practical applications of knowledge gained through personal expe- rience.

n Navigators: navigators adapt what other managers have al- ready established. They have the ability to evaluate and analyse problems, and find the most profitable solution.

n Explorers: these have the ability to recognise external patterns, trends and relationships. They initiate new business ventures and -ideas which they commu- nicate through inspiring inge- nuity.

n Visionaries: being a visionary suggests proactive questioning that challenges groups to find profound and unusual solutions to existing problems by work- ing backwards from a desired outcome.

n Pilots: these individuals excel in clarifying goals and responsibil- ities regarding knowledge projects and change initiatives.

n Inventors: these managers use unconventional theories and models for analysis and synthe- sis of factual information which is transformed into knowledge.

n Harmonisers: harmonisers are highly energetic and results-dri- ven. They search continuously for new solutions within team leadership structures.

The most important roles required by Tirhani Auctioneers are those played by “adventurer”, “naviga- tor” and “pilot” knowledge- workers. The fact that “visionary”, “harmoniser” and “explorer” knowledge workers are required at a higher level means that only a few of them are required at Tirhani Auction- eers. In fact, these roles might already be fulfilled within the cur- rent management structure.

Prerequisites for effective project inno- vation management

According to the three-facet model of creativity of Sternberg, innovation managers need to pos- sess eight core strengths: n Spontaneity: they are willing to take risks and use creative thought process as well as demonstrating the ability to consider different alternatives before making decisions.

n Persistence: they are independ- ent, energetic, courageous and determined. They are also will- ing to explore different avenues to identify and analyse prob- lems.

n Inventiveness: innovative man- agers are comfortable with am- biguity and enjoy challenges. They look at problems from different angles and, although sceptical at times, use a large amount of information to find creative solutions.

n Rewarding: they thrive on par- ticipative decision-making and are willing to share credit with team members.

n Inner openness: innovation managers are intuitive and highly expressive.

n Transcendence: they see prob- lem situations realistically and can project different options and solutions simultaneously. They choose growth over fear and are confident that team effort can add value to organi- sational growth.

n Evaluation: innovation man- agers are discerning and han- dle conflict well.

n Democratic: their management style values and respects peo- ple as the most important or- ganisational asset. (Da Vinci: 2010)

Specific innovation value added to Tirhani Auctioneers

Tirhani Auctioneers has always marketed its services on the basis of merit, competency and value- add but it has battled to secure constant auction work from the private sector (insolvencies, repos- sessions, divorce and deceased estates). It is therefore dependent on work from government depart- ments, municipalities and paras- tatals. Unfortunately, apart from being ad hoc, public sector work is less profitable because, being tender-based, it is highly competi- tive and price-sensitive.

The inability to secure constant auction work from the private sector continues to stifle the com- pany’s growth and sustainability. Tirhani Mabunda’s exposure to Da Vinci’s “Innovation” module couldn’t have come at a more opportune time. The company had already embarked on a restructuring and transformation programme which, fortunately, had already taken an innovative

36 Management Today | September 2011

MANAGEMENT OF INNOVATION