A642.4.3.RB – The End of Innovation
Reflect
on this presentation and compare and contrast it to your experience and the readings from this module
While
different research in innovation has provided a higher understanding and
perception of the social, economic and individual benefits extrapolated from
new technologies, there has been minimal significance in the dialogues
regarding the probability of detrimental effect that innovation may induce (Edgell & Vogl, 2013). According to Carmeli, Gelbard, & Gefen
(2010), organizations are steadfastly finding different avenues to cultivate
internal and external strategic fit because the fit
is not only critical to organizations’ capacity to change and conform to
contingencies that are unforeseen and have the ability to act as an impediment
to unauthenticity. Carmeli et al.,
(2010), defined fit as an organization’s demands, goals, objectives, and needs
on one component are congruent or aligned
with the another component’s demands, goals,
objectives, and needs.
Based on my experience, I disagree
with Gordon’s R. (2013) prediction that we are not going to match what our past
inventors brought or introduced in the past centuries. As a health care organization, health
care reforms and the consumers’ shift to
value are pushing organizations like mine to deliver enhanced outcomes and
patient experienced at a reduced cost. Yes, we are under pressure from regulatory agencies to
align our patient care standards and initiatives in providing high-quality
patient care with cost efficiency, but we consistently reassess our existing
capabilities and technology to manage our workforce, finances and elevate our
standard of patient experience. We are
continuously re-defining our focus on investments to best approach the
challenges we face and expand for the future.
Our
global industry has become an innovative environment. More than ever, organizations, mid, large or
small endeavor for excellent ideas that are new and unique. Leading
innovation is becoming to be paramount that it gives organizations stronger
position from competitors, it generates consumers’ favor or appetite apropos to
the organizations’ offering, and innovation magnifies organizations’ capacity
to impact the global market. Although innovation
is geared towards increasing efficiency and reducing the cost for the
customers, we also have to keep in mind that innovation is a result of the creativity
of the human minds that is evolving non-stop.
In
your opinion, what fallacies do you see in this presentation?
To my
mind, Gordon’s presentation hinges
in some fallacies. First, Gordon (2013),
stated that due to the high increase of the baby boomers’ retirement rate and the male adults’ employment dropped rate, our
standard of living is rising more than productivity output per hour. Adult males’ employment might have declined,
women’s entrance into the labor force.
Booz & Company reported that by 2020 GDP would increase by 5% in the
US if women’s employment rate is equal to men (Beaton, 2017). Second, Gordon’s claim that innovation is ending
is a fallacy at hand. Press (2013) argued
that underlying technologies like the advancement of electrical technologies have
thus far scraped the surface. Whatever
industry we are in, we are to embrace Information Technology, and it is to our
advantage that our organization enhanced and developed training and development
around IT. IT is no longer a part of a
budget line of business but it is the business in itself. Lastly; I consider it a fallacy when Gordon
(2013) explained that we would not be able to match the great innovations we
experienced as of today. The world is
full of passionate innovators that will never stop to pursuit endless
possibilities. When leaders revitalized
their workforce in a way that illuminates evolution and hopes to motivate
opportunities of creativity for prosperity, growth, and sustainability, we will
continue to thrive without ceasing.
Can
you match what we have achieved?
According to Heimans & Timms (2004), New Power is
driven by peer power; it is participatory and very open. New Power uploads, distribute and its
primary focus is to channel and not to hoard. The norms of new power focus and
emphasizes on collaboration instead of as part of a mandated process of
consultation. It reinforces our human
instinct to cooperate rather than be competitive. Heimans & Timms (2004) further stated
that permanent transparency now replaces the notions of traditional
secrecy. We will continue to get better
in generating new ideas when we continuously gain support and endorsement from
our leaders, stakeholders, customers, and the
community.
Although cultivating new power within the organization is useful
and beneficial, it has its challenges. For
organizations to match what we have historically achieved, organizations who heavily
rely on new power would need to adapt and bear three principles to avoid
intoxication from the energy of their employees and stakeholders. First, they need to avoid becoming the man by
respecting their community. Second, they
need to be bilingual which meant they need to be able to find balance in
incorporating their "old power" and "new power" without
being slowed down with their organizational progress. And third, they need to get structural. Encouraging and promoting a culture of
self-reliant, cultivating a culture of individuality, setting their goals and
be held accountable for their success without overstepping on organization's
policies, procedures, and regulations.
In short, employees and stakeholders need to find a sense of moral
authority where they are willing to submit to the structures that reinforce the
organization's mission and purpose (Heimans & Timms, 2004).
References:
Beaton, C. (2017). The millennial workforce:
how multitasking is changing our brains. [Web log
comment]. Retrieved from http://www.huffingtonpost.com/caroline-beaton/the-millennial-workforce-_b_14740326.html
Canfield,
J. and Smith, G. (2011). Imagine: Ideation skills for improvement and
innovation today. Blake Lake Press.
Carmeli, A., Gelbard, R., & Gefen, D.
(2010). The Importance of Innovation Leadership in
Cultivating
Strategic Fit and Enhancing firm performance. The Leadership Quarterly, Volume 21, Issue 3, Pages 339-349.
Retrieved from http://www.sciencedirect.com/science/article/pii/S1048984310000494
Edgell, R.
& Vogl, R. (2013). A Theory of Innovation: Benefit, Harm,
and Legal Regimes, Law,
Gordon, R. (2013,
February). The death of innovation, the end of growth [Video file]. Retrieved from https://www.youtube.com/watch?v=PYHd7rpOTe8
Heimans, J., & Timms, H. (2014).
Understanding new power. Harvard
Business Review.
McKeown, M. (2014). The
innovation book: How to manage ideas and
execution for outstanding
results. Harlow, England: Pearson.
Press, G. (2013). The ‘end of innovation’
crowd doesn't’t get it. Forbes.
Retrieved from
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