10-2 Execuritve Summary

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Feb 20, 2024

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Thomas, Ramel MBA-580-Q2747 INNOV/STRAT HIGH-PERFORM ORGS 23TW2 10-2 EXECUTIVE SUMMARY

Recommendations for Continuous Innovation But staff are not going to stop running things through the corporate office and we are not going to cater to the whims of every Joe Schmo customer. No matter what, there are going to be policies and opinions coming from corporate offices. What changes our org chart is simply that more communication between local, regional employees and managers will occur. We will encourage cross-communication. And not just between manager and employee or different departments, but managers and employees will feel comfortable running things by each other informally, if not formally. Employees will feel good talking to managers about their ideas and managers will instill in employees’ ways of thinking outside the box when receiving the customer’s requests and trying to think about future possible needs of the customer based on information the employee might get during that sales process through small talk and general chatter. Decisions will no longer be made by a few executives sitting around a boardroom at a corporation. We will have A process, and a board to make decisions at each stage. Stage-gate allows us to use each stage as a means of passing forward (green) or blocking (red) a project. If red, or killed on the spot, then back to square one, but we can make use of the effort to continue building a platform that will be ready to scale with our projections to be a relevant part of our 2030 plan. Reflections on Potential Roadblocks and Failure Resistance will probably come from those executives in the corporate hierarchy who have become accustomed to being the highest rank of the project management teams, and also the people who ultimately decide if an innovation moves ahead or stays behind. If they no longer control what innovation gets explored, top executives may feel resentful and question whether their opinions are even needed in the first place. Giving your employees the ability to have a say in the innovation process and figure out what project the company may or not want to pursue, they will be able to see every stage of the process and feel proud that they helped their company achieve these wins. However, some projects will always be failures, but as long as a company has an innovative culture and continues to move forward with innovation – even when it is not always fully successful, that communication will continue. It is that flame of not giving up on innovation that is key for the organization to move forward and stay relevant in the industry. At Skunkworks

it was a singular project focus that made their model so successful. Although there can be failure at different steps, it can create an open dialogue and support for the team to come back to the drawing board and figure out what went wrong together. The skunk works project takes another approach to organizational structure in place, with a focus on autonomy whereas the same time allowing employees to be creative [ CITATION Bes21 \l 1033 ]. This model has been successful again and again. Our company must take the same autonomous innovative approach, or we’ll be forgotten in the vicinity of automotive. References: John Bessant . Managing Innovation. (1969, December 30). https://www.johnbessant.org/

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10-2 Execuritve Summary

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