BSBSTR801 Assessment Guideline - edit

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Research Knowledge We can see the model in the past innovation that every state of innovation has to do research. So, in addition to the central chain, the linked-сhain model assumes the presence of: – numerous feedbacks which link and coordinate innovation (research and development) with manufacturing and marketing; – side links with research throughout the central chain; – long-term large-scale researches to create reserve innovations; – potentiation of completely new products or processes from research; – enrichment of the scientific field with innovative products Theory of innovation ecosystem describes which describes a complex of ties within the economic dynamics. These ties can be between subjects or formations, the main purpose of which is to provide the development of technologies and innovations. As for the prospects of future researches, we will cover the conceptual bases of comparative and pedagogical researches relating to innovative activity in higher medical education. Potential market Redesign and produce Distribute and market Invent/product analytic design Detail design and test

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proposals do not fit logical guidelines, where there are inadequacies in the available experience or issues in the system or policy. The black hat can come up with worst-case scenarios. 'My black hat thinking is that how I act and play the role of Devil's Advocate here ...' Yellow Hat. The yellow hat completely contradicts the black hat in some ways. The yellow perspective considers the encouraging facets and advantages in the circumstances. It views why proposals will work and considered as useful or find characteristics of past activities which have been positive. 'My yellow hat thinking is that there can be positive outcomes using this approach ...' Green Hat. The green hat based on imagination, substitutes, thought-provoking suggestions, confrontational concepts and views. The purpose of the green hat viewpoint is to view the problem in several new ways. 'Let us think outside the square for a moment . Blue Hat. This blue hat signifies the synopsis or process control. Its purpose is to summarise everything which has been learned or presented through the discussion and find ways moving forward. 'My blue hat viewpoint, I think that we need more green hat thinking right now ...

continuously increase the development they need to offer a business. Sustainable change derives from the creation of a common sense of purpose; from the unleashing of the ingenuity of individuals in the organisation. A clear sense of purpose encourages front-line employees to act on the innovative ideas to promote the goals, shared vision and objectives of your organisation. 1 company business practice 2. work place organization 3. external relations Sustainable change is the creation of a collective sense of purpose, the unleashing of people's creativity in the company, and knowing how to find new opportunities and possibilities. You must understand the following tactics to promote creativity in a company. In today's business climate, the need for continuous reinvention is a reality. While a good idea or theory could propel an organisation, this benefit is often short-lived in today's rapidly changing environment. Although big product or service breakthroughs become news, everyday workers continuously increase the development they need to offer a business. Sustainable change derives from the creation of a common sense of purpose; from the unleashing of the ingenuity of individuals in the organisation. A clear sense of purpose encourages front-line employees to act on the innovative ideas to promote the goals, shared vision and objectives of your organisation. Q6: Analyse the internal and external conditions or factors that impact on organisational innovation. Write your answer in 200– 250 words. Satisfactory response Yes ☐ No ☐ Answer Internal Factors: Leadership Great leadership involves inspiration and direction, and this is done by leading by example. Leaders must promote communication and understanding between colleagues, suppliers and clients. Internal Factors: Communication Successful organisations include leaders and teams who communicate openly to improve results. The two-way communication facilitates communication between the two ends of the hierarchy. Internal Factors: Organisational Structure The structure of the organisation includes the hierarchy within it and the layers of leadership before the teams. Research suggests that organisations with flat hierarchies (fewer hierarchical layers) actually outperform

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organisations that have more layers within their organisational structure. Internal Factors: Learning is inevitable and can directly or indirectly impact the success of the organisation. With the advancement of technology, organisations need to determine a way to respond that promotes innovation and develops in each employee’s opportunity to explore and learn. External Factors Affecting an Organisation Some external factors that can impact an organisation include economic, social, technological or political factors. Effective leaders who can communicate and learn can respond to these changes in external factors accordingly Q7: Outline the strategies for identifying, assessing and managing risks associated with innovation? Write your answer in 500-550 words. Satisfactory response Yes ☐ No ☐ Answer Innovations often entail different risks to the organisation. A company that tries new ways, procedures and organisational styles always faces a chance of landing in an impasse. Another downside of a "we are creative" approach is that the strategy should be updated more frequently; therefore, systemic changes linked to the strategy may also happen more often. An organisation has five more traditional drawbacks to consider: Product failure: A new business model (for adding value) may not create a competitive advantage (for example, because of bad timescales). After the testing phase, the new business model will finally be abandoned. Changes in the market: An economically strong successor copies and transforms technology into an industry standard. Innovation thus becomes the' normal solution' for every business in the industry and loses its innovative status. This will destroy the innovator's competitive advantage. (Note: Competent innovation is also possible and transferred by a competitor to industry standards, such as the format-war between Blu-ray and HD-DVD, won by Sony) — the professional incompetence: A fan can learn faster (i.e. fix the start-up errors) and become more ready for marketing than an innovator. Resource deficiency: The innovator overestimates its innovativeness and organisational capacities to take technology to the marketplace (e.g. change management, financial resources). The innovator may eventually lose money on an unfinished product that never enters the market. Market misinterpretation: The new product is excellent with regard to technical specifications. Neither consumer is prepared to pay for them given these features, because their costs are higher than their expected advantages (e.g. over-engineered products). Another choice is that clients have a minor difference in actions (i.e. don't support your pricing plan, are less loyal). Competition The innovation offers a competitive advantage only if competitors cannot duplicate it in their own businesses. While patents provide some legal protection, most innovative products and processes are difficult to protect. One danger is that an ambitious research company can invest initially and take all the risks–only to find it competes with a lot of me-too competitors riding on technology coattails. Uncertain commercial returns Most research is speculative, and potential sales and profits are not assured. The longer the development time, the greater the risk of competitors overcoming study. Availability of

an innovative and creative environment increases the probability of innovation seeing daylight 2. Motivation, Motivation drives employee to develop new idea and take action on them. When employees has motivation they can solve problem increased or creativity even different level of organisation innovation. 3. customer Expectation The needs of the end customers are evolving today. Be it a technological advancement or any feature; the customers need their products to deliver on certain expectations which are dynamic and ever-evolving. It is imperative to provide them with the latest features to maintain customer loyalty. If those features are not available, the customer will be tempted to change the product and try out new services, thus making the current product obsolete in no time. Q9: What are innovation enablers? Explain any four (4) organisational innovation enablers. Write your answer in 150- 200 words. Satisfactory response Yes ☐ No ☐ answer defined within this review to be comprised of factors facilitating an innovation team in conducting innovation work within an organization . This definition builds on the definitions of “innovation,” “innovation work” and “innovation teams four organisational innovation enablers. 1. leadership support Leaders focus too much on the present results and there is no innovation strategy or portfolio management. Leaders are too focused on the current business model and exploring new is not a regular part of the work. 2. organization design the reward system is focused toward the existing business model. Failure is not an option which kills experimenting new ideas. There is no autonomy for innovation teams and too many processes that makes it difficult to access resources or customers for prototyping new business. 3. Innovation practice I nnovation does not have its own department or team. Organizations does not have similar practices like in finance, sales or operations. Processes, culture and KPI’s in place for innovation. 4. Innovation Blockers As for many employers, an organization is a possibility to access so many resources that would not be possible in any other way in that specific industry. Often times, innovation projects are vulnerable and seen as an extra work that does not reap any benefit and can even be damaging for one’s career

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Q10 : Give at least five examples of activities that will promote and support innovative practices in an operational context. Satisfactory response Yes ☐ No ☐ Answer 1. Stress how vital creativity is for the organisation Make sure staff understand how innovation keeps your organisation competitive and ensure staff that you’re open to hearing ideas. 2. Allow time for new ideas Allocate time for thinking about different strategies, such as: • Allow time for brainstorming. • Provide regular group workshops. • Arranging team day outings. • Give employees the space to reflect on their work. 3. Foster creative thinking Place suggestion boxes around the workplace to foster creative thinking and original ways to solve particular problems. Keep your door open as an encouragement to anyone with new ideas. Encourage people to share ideas and work together to explore, test and refine new approaches. 4. Train employees in techniques for innovation Provide training sessions in techniques such as lateral thinking, brainstorming and mind- mapping for staff who are unfamiliar with the skills involved in creative problem-solving.

5. Cross-fertilise Expanding people's experiences can be an excellent way to stimulate innovation. • Shadowing in-house can introduce a fresh perspective. • Short-term job swaps can inspire creativity. • Encourage people to look at how other organisations do things. • Explore how various approaches can be adapted or improved. Q11 : Describe mechanisms at the system or process level that can support innovative practices. Write your answer in 150-200 Words. Satisfactory response Yes ☐ No ☐ Answer 1. Customer Management: Management of customer relationships (CRM) and creativity are widely regarded as important competitive advantage capabilities. What produces a creative community is a spirit of openness to new ideas, failure, and learning from the process. As Carol Dweck's book Mindset notes, people can have a fixed (closed, not changeable) attitude or a development attitude. Teach your employees a sense of growth and encourage creativity to thrive. 2. Learning You have to be creative to be innovative. Nothing kills creativity like fear of mistake. Build ways to celebrate failure and mistakes. One social media advisor has a "Church of Fail" that applauds people for sharing how they failed and learned from it. You allow people to be more creative and innovative by embracing mistakes and failure. 3. Operations If your team has hit a wall where creativity is not the rule, then it may be time to shake things up— not by hiring a new employee, but by changing the role of the person you have now. Provide a plan outside your normal job description. It forces them to forget what they learned and create something new. All you need is always right in front of you. 4. Planning (strategic and corporate) When it defines itself in its products and services, any company can obstruct innovation. Talk about your wealth and tactical abilities and integrate them into your core skills. You encourage your employees to use their abilities to offer solutions in terms of your resources, rather than box them in a fixed format. 5. Get Outside It's easy to get caught up in the way things were done. Break the cycle by leaving the desk and the usual setting. Have an innovation session where you get out. Meet in a park or an open space and encourage free thinking. Keep successful by performing a group exercise that leads when back in the office to practical steps. 6. Look to Other Areas of The Marketplace Organisations also innovate and emulate other businesses in their industry. Alternatively, look for perspectives and ideas where you would least expect to transform. Due diligence of

7. 7.Human Resources Creativity and uncertainty give rise to creativity. Individuals must be free to be both creative and vulnerable. Make sure that every management, including the CIO, keeps dignity at the core of the work. Build confidence deliberately, promote learning, build inclusive spaces and model conduct that sheds light on the nature of risk and failure. 8..Create Employee Personas The truly creative juices of employees begin with finding out what their unique needs are to unleash company-wide innovation. Crediting from marketing that uses customers–consider workers. 9.The development of workers helps businesses consider the unique needs of different segments of employees and obtain realistic insights into what employees need to improve. 10. Information Technology The problem also is not to have innovative people or ideas, but to recognise people and ideas. Many of the greatest innovations are from the bottom up to the top. Therefore, organisations can better promote innovation and cooperation through the use of the latest technology and a culture of knowledge sharing. Investing in a robust IT infrastructure provides the frameworks required. 11 Solicit Feedback and Spy on Workarounds Encourage workers to raise awareness of procedures and policies. Then ask for suggestions. Spy also on the loopholes, shortcuts and workarounds we already use to deal with bureaucratic, stifling, inhibitory procedures. 12. Research and development Provide your existing employees with resources, software and time to work together and to innovate. Plan this time. Prepare this time. Invest in seminars and education on creativity. Don't just think about it and slogan innovation culture, and don't nominate someone to wear innovation culture hat by themselves. And return the culture with the accompanying metrics, rewards and bonuses. Would you like a great idea? Invest in your country! Invest in your people! Q12 : Discuss nine (9) common challenges to innovation within an organisation. Write your answer in 250-300 Words. Satisfactory response Yes ☐ No ☐ Answer 1. i mpatient Leadership innovation of all forms takes time. In many ways, it is an investment with long term returns. However, when a company’s leadership is eagerly prioritizing fast

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returns, some of the most important innovations can get overlooked or dismissed relatively quickly. 2. Lack of Innovation Culture Many managers view new ideas with fear. Innovation is often seen as a distracting or otherwise removing resources from today’s pursuits of profits . As a result, time is prioritised to maximise current tasks as much as possible, with no space for innovative thinking or creative problem solving; management is based on current performance, so the future is always pushed back. 3. A Fear of Change Being innovative means doing something different. With established companies with longer histories, this often meets strong resistance internally. 4. Lack of Ownership One of the most pressing innovation challenges, for any business, is determining who is responsible. Without responsibility or ownership, there’s no impetus to succeed. 5. . End-to-End Processes Ideation is just the first step in the innovation process. After such ideas are established, there must be numerous stages of development, testing and refinement. Ideas need to be validated but not all will succeed . This is often viewed as a vast use of time and money, with no guarantee of success. And as we established earlier, the focus on profits and immediate goals means that more secure ROI strategies will often take priority. 6. Inadequate Benchmarking When focusing on the here and now, companies have a wealth of benchmarks to compare to. They can, for example, look to simply exceed this year’s KPIs, or even look to their competitors for a like-to-like comparison. 7. No Innovation Ecosystem Finally, innovation is about new concepts, many of which often come around through the sharing of ideas and knowledge amongst different teams. Consequently, a silo-driven culture is a huge business innovation challenge. After all, a company that can not cooperate within itself can’t share new ideas. 8. Lack of internal and external collaboration nternal and external collaboration is essential in the generation of novel ideas 9. Difficulty in transitioning from one phase to the next Given that the innovation team is composed of different people with diverse ideas, this could potentially become a problem as their opposing views could affect their way of working towards an accessible and meaningful output. This could potentially affect them in the long run.

Q13 : List at least ten (10) potential barriers and risks to innovation within an organisation. Satisfactory response Yes ☐ No ☐ Answer 1. Not listening to the markets or not understanding their messages 2. The thought of “we know everything.” 3. Poor communication processes and systems within an organisation 4. Organisational change is a difficult process 5. The fear of being wrong or failing 6. lack of innovation culture 7. Lack of a clear innovation strategy 8. Limited resources 9. Fear of failure 10. limited resources

Q14 : Give three (3) examples of how you can overcome challenges and barriers to innovation in an organisation at the management level? Write your answer in 100-150 words. Satisfactory response Yes ☐ No ☐ 1. Lack of innovation culture, it difficult for employee think creatively and take the risk if there are barrier to innovation with out culture and encourage innovation. Innovation is not about developing by using the lastest technology but it’s about solving a problems in creative way so for understanding barrier to innovation to unlock the team creative culture that encourage and reward innovation. 2. Fear of failure A certain degree of failure is an important element of promoting creativity as a necessary part of development. Innovation is a threat. Employees will not take risks if they do not understand clearly the objectives, have a consistent but versatile structure to function and realise that mistakes are accepted as simple steps in the learning process. 3. Limited resources , innovation can requires a lot of resources to improve creative. limited resources can include funding, time, and talent. We must prioritise your innovation efforts. What problems are most pressing? What solutions will have the greatest impact? By focusing your resources on the most important areas, you can maximise your impact.

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Q15 : a. What is knowledge transfer? Write your answer in 50-100 words. b. Explain any four (4) methods to promote knowledge transfer and sustainable innovative activities in 150-200 words. Satisfactory response Yes ☐ No ☐ An organisation should identify store and transfer information in a variety of ways. In one organisation, some strategies will work better than others. Some may not be suitable for specific content types. The goal is to recognise and establish complementary ways of managing and sharing expertise in an organisation. b. Explain any four (4) methods to promote knowledge transfer and sustainable innovative activities Answer 1. Culture , collect information  organize information 2. Measurement 3. Infrastructure 4.technology 1 . Empower your employees to make decisions and act People who trust to take safe risks and try new ways to do things could trip over the next great business idea. Be aware if things go wrong, though, that you are too serious, as employees take notice. Nobody wants to be the centre of negative attention, and people will stop suggesting when they are worried about the possible consequences. 2. Give employees a reason to care The truth is that if people don't feel connected to your business, they have little desire to be creative. Ensure that you keep your team up on the plans and problems of your organisation and encourage them to take part. Employees who engage in procedures and projects at an early stage will be empowered to see them through. Their active participation will spark more creativity than if they know from other programs. Q16 : Explain any two (2) strategies to foster a workplace culture of innovation in 150-200 words. Satisfactory response Yes ☐ No ☐

Answer 1 . Communication as a way to check the coherence between the innovation and the brand The key communications mission is to create a brand identity that is powerful enough to gain credibility in a given territory. This means that the company needs to rethink its core mission and what its customers expect. Innovation must be fundamentally linked with the brand's function. Innovation is easier to discover. The owner of a small company maintains that the central purpose of the brand is conveyed directly to its audience and its clients before it introduces the brand identity and its products. When the core value proposition begins, the following idea should be linked directly to it. 2) Communication as an important asset to develop innovation Coherence is important because there are only one plan and the project manager at first. The entire development cycle depends on the level of dedication and approval that the plan will achieve. When a new idea comes up, commitment is the first challenge. In order to implement the plan, the project manager must find partners. They need strong, clear communication to succeed quickly in this process. For a client, this practice is the same as the proposal. In order to create a powerful key message, the concept must apply to a particular market. Is it a problem to solve, add value or fill an empty segment? In a few terms, the businessperson must be assisted by multiple invest

Q17 : Answer the following questions regarding innovative practices, processes, products and services: a. Explain the following types of innovation in 100-150 words. • Product or service innovation • Process innovation b. Explain the following common processes and practices for products and services innovation management in 150-200 words each. • Phase-gate process • Lean start-up Satisfactory response Yes ☐ No ☐ Ther are 4 types of innovation 1. Architectural Innovation involves changing the fundamental structure or design of a product or system. By reconfiguring the underlying components, modules, or subsystems of a product or system, we create a new architecture that offers new functionalities, performance improvements, or cost savings Product : Ikea furniture, furniture can be shipped easily reduce costs and improving convenient for customer. 2.Disruptive Disruptive Innovation refers to a type of innovation that creates a new market or deeply alters an existing market by introducing a new product, service, or that is significantly different from existing offerings. Product : Spotify: Spotify disrupted the music industry by offering a streaming service that allows users to listen to their favorite music on demand, without the need to purchase individual songs or albums 1.1.1.1 3.Incremental 1. Apple’s iPhone: iPhone nearly each year with small improvements to the camera, battery life, processing power, and other features. 2. Netflix’s personalized recommendations: Netflix continuously improves its recommendation algorithm to suggest better content for its users based on their viewing history. 3. Toyota’s hybrid cars: Toyota introduced its first hybrid car, the Prius, in 1997, and has since made incremental improvements to its hybrid technology to increase fuel efficiency and reduce emissions. 4. Amazon’s delivery options: Amazon has introduced various delivery options, such as same-day and two-day shipping, to make the delivery process more convenient for its customers. 4.Radical t provokes a significant departure from existing technologies, products, or business models, and often requires significant investment and research and development. For example 1. development of the internet 2. the smartphone

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3. electric vehicles 4. 3D printing technology b. Explain the following common processes and practices for products and services innovation management Answer in a common processes and practices is 1.Solving problem a system of sharing their compliments, complaints, or opinions. 1.1.2 2. Maximizing on Globalization Businesses worldwide are becoming more interconnected, and greater opportunities and new markets are emerging every day. If your company hopes to tap into these new markets and leverage these new opportunities, you must adopt a unique innovation process that suits your business needs. 3. Adapting to change As we know, change is inevitable in our world today, and the only way for your business to thrive, and remain profitable and relevant is by innovation process. Therefore, when you develop an innovation culture in your business, you will remain relevant and stand out at all times. 4.Facing up to competition to retain the company’s relevance and competitive edge, you can stand out by having a unique business model that can make innovative and strategic moves and thus stand out above the rest.

Student Declaration  I declare that the answers I have provided are my own work. Where I have accessed information from other sources, I have provided references and/or links to my sources.  I have kept a copy of all relevant notes and reference material that I used as part of my submission.  I have provided references for all sources where the information is not my own. I understand the consequences of falsifying documentation and plagiarism. I understand how the assessment is structured. I accept that the work I submit may be subject to verification to establish that it is my own.  I understand that if I disagree with the assessment outcome, I can appeal the assessment process, and either re-submit additional evidence undertake gap training and or have my submission re-assessed.  All appeal options have been explained to me. Student Signature Date Trainer/Assessor Name Trainer/Assessor Declaration I hold: ☐ Vocational competencies at least to the level being delivered ☐ Current relevant industry skills ☐ Current knowledge and skills in VET, and undertake ☐ Ongoing professional development in VET I declare that I have conducted an assessment of this student’s submission. The assessment tasks were deemed current, sufficient, valid and reliable. I declare that I have conducted a fair, valid, reliable, and flexible assessment. I have provided feedback to the student. Trainer/Assessor Signature Mazumdar Date Office Use Only The outcome of this assessment has been entered into the Student Management System on _________________ (insert date) by (insert Name) __________________________________

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BSBSTR801 Assessment Guideline - edit

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