Ingredients for Success: Developing Innovation Management Practices
Kauppinen, Mikko (2023)
2023
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2023112731968
https://urn.fi/URN:NBN:fi:amk-2023112731968
Tiivistelmä
The main objective of this thesis was to find out and make recommendations of front-end innovation management practices for the commissioner. The commissioner updated its innovation strategy to increase added value of its products and strengthening the value creation capabilities of the company’s own brands. Part of this development work was also to develop process related to innovation management.
The theoretical framework consisted of various aspects of innovation. While the focus of this thesis was in the front-end of innovation, the theoretical framework addressed innovation from the perspective of organizational capability to innovate, innovation as competitive advantage, individual creativity and organizational innovation, and how culture and leadership affect creativity and innovation. The research strategy selected was case study and the methods used during development work to gather data consisted of observations and surveys. The empirical part of the thesis was started in April 2022. The development method selected was a collaborative idea generation workshop, which was held in October 2023.
The development work of this thesis was started by generating understanding of the current state of the commissioner’s innovation process. From the current state analysis, a focus area was selected for further development. The development work focused on implementing practices to the front-end of innovation to support commissioner’s success in implementing its innovation strategy. Without creative ideas there is nothing to implement, and without organizational features such as management practices, creativity will starve.
Based on the results, it is obvious that the commissioner’s current practices do not support individual creativity or organizational innovation. The organization is siloed, and ideas are not either shared or processed together. Lack of resources such as time, tools and budget inhibit creativity of individuals. The lack of clear goals hinders creative and innovative efforts, as well as deficiency in defined roles and responsibilities around creativity and innovation create unnecessary obstacles. Culture does not encourage employees to creativity, and creativity and innovation are not considered as a shared value of the organization.
In the conclusions section, practices for improving the front-end of the process are presented from the perspective of the theoretical framework and development work. The practices include collecting ideas from across the organization in a mutually agreed manner. Ideas are shared and processed together, and leadership encourages personnel to creativity. By defining ownership and clear goals for the process, creative efforts support the competitive advantage of the company. Finally, creative work is resourced adequately to support the whole process from start to finish. By implementing these practices, the organization strengthens its innovation strategy which will eventually support the company’s overall business strategy.
The theoretical framework consisted of various aspects of innovation. While the focus of this thesis was in the front-end of innovation, the theoretical framework addressed innovation from the perspective of organizational capability to innovate, innovation as competitive advantage, individual creativity and organizational innovation, and how culture and leadership affect creativity and innovation. The research strategy selected was case study and the methods used during development work to gather data consisted of observations and surveys. The empirical part of the thesis was started in April 2022. The development method selected was a collaborative idea generation workshop, which was held in October 2023.
The development work of this thesis was started by generating understanding of the current state of the commissioner’s innovation process. From the current state analysis, a focus area was selected for further development. The development work focused on implementing practices to the front-end of innovation to support commissioner’s success in implementing its innovation strategy. Without creative ideas there is nothing to implement, and without organizational features such as management practices, creativity will starve.
Based on the results, it is obvious that the commissioner’s current practices do not support individual creativity or organizational innovation. The organization is siloed, and ideas are not either shared or processed together. Lack of resources such as time, tools and budget inhibit creativity of individuals. The lack of clear goals hinders creative and innovative efforts, as well as deficiency in defined roles and responsibilities around creativity and innovation create unnecessary obstacles. Culture does not encourage employees to creativity, and creativity and innovation are not considered as a shared value of the organization.
In the conclusions section, practices for improving the front-end of the process are presented from the perspective of the theoretical framework and development work. The practices include collecting ideas from across the organization in a mutually agreed manner. Ideas are shared and processed together, and leadership encourages personnel to creativity. By defining ownership and clear goals for the process, creative efforts support the competitive advantage of the company. Finally, creative work is resourced adequately to support the whole process from start to finish. By implementing these practices, the organization strengthens its innovation strategy which will eventually support the company’s overall business strategy.