Everyday innovation report - Nesta

More documents

Recommendations

Info

6 Contents Everyday innovation How to enhance innovative working in employees and organisations Part 1: Introduction 8 1.1 Background 8 1.2 Aims and deliverables 8 1.3 Research methodology 9 1.4 Report structure 9 Box: Why explore characteristics and behaviours to support innovative 10 working? Part 2: Innovative working and the impact of recession 12 2.1 Defining innovation 12 2.2 Innovative working will be reinforced in the current economic climate 12 2.3 The public sector is less focused on innovative working 14 Box: Public sector innovation 15 Part 3: Characteristics and behaviours for innovative working 17 3.1 Openness to ideas, original approaches to problem solving and 17 motivation are the top three characteristics for innovative working 3.2 Organisations typically neglect to incorporate characteristics and 18 behaviours for innovative working into recruitment and selection criteria Box: Identifying skills and behaviours for innovative working at Amey 19 Part 4: Organisational factors influencing innovative working 21 4.1 Innovation must be entrenched in organisational values 21 4.2 More organisations need to recognise and reward innovative working 22 4.3 Flatter organisational structures and a tolerance of failure facilitates 23 innovation 4.4 Managerial support and working practices that promote innovation 24 Box: Working practices to promote everyday innovation 26 4.5 Excessive financial constraints, lack of time and lack of resources are 26 the top three reported barriers to innovation Box: Developing innovative working at UBS Poland Service Centre 27 Part 5: Managing, leading and promoting innovative working 30 5.1 Leaders and managers play a key role in nurturing and motivating 30 innovative working Box: Training and development to promote innovative working 30
Box: Leadership and management styles that promote innovative working 32 5.2 Leader characteristics, behaviours and leadership styles for innovative 32 working Box: Different innovations and different leadership styles at Procter & Gamble 34 Part 6: How to enhance innovative working in employees and organisations 36 6.1 How to measure the propensity for employee innovation 36 6.2 How organisations can transform their culture to embrace innovative 36 working Box: A measure of characteristics and behaviours for employee innovation 37 Box: Promoting an innovation culture at Saint-Gobain British Gypsum 38 6.3 Diversity enhances innovative working 38 Box: A diverse workforce is key to innovative working at IBM 39 6.4 Relationship building is key to innovative working 39 6.5 Leadership development, cross-functional working and brainstorming 39 activities are the most common initiatives to promote innovative working Box: Social networking at Virgin Atlantic 40 6.6 Bespoke solutions to promote innovative working 42 6.7 A diagnostic framework for supporting innovative working 42 Part 7: Summary and final reflections 44 7.1 Summary and final reflections 44 Appendix A: List of organisations consulted in the interviews 46 Appendix B: Creating an innovation culture – a case study 47 Appendix C: A diagnostic framework for innovative working in organisations 50 7
Page 1 and 2: Research report: December 2009 Ever
Page 3 and 4: Executive summary The imperative to
Page 5: significant challenges in facilitat
Page 9 and 10: • To use this framework to integr
Page 11 and 12: or a ‘sheep dip’ training cours
Page 13 and 14: Figure 1: Response to the current e
Page 15 and 16: Public sector innovation The Whiteh
Page 17 and 18: Part 3: Characteristics and behavio
Page 19 and 20: talented individuals looking for a
Page 21 and 22: Part 4: Organisational factors infl
Page 23 and 24: the rewards were more intrinsic, ba
Page 25 and 26: Table 2: Working practices cited as
Page 27 and 28: innovation. Our results suggest tha
Page 29 and 30: Implications: • An organisational
Page 31 and 32: Table 4: Catalysts to innovation Ba
Page 33 and 34: Figure 4: Challenges with managing
Page 35 and 36: factors conducive to innovation. Th
Page 37 and 38: A measure of characteristics and be
Page 39 and 40: A diverse workforce is key to promo
Page 41 and 42: Table 5: List of available and most
Page 43 and 44: Key findings: • Organisations ten
Page 45 and 46: Assertion 2. Innovative working is
Page 47 and 48: Appendix B: Creating an innovation
Page 49 and 50: Key success factors for promoting i
Page 51 and 52: Resources Employees Leadership and
Page 54: NESTA 1 Plough Place London EC4A 1D

Everyday innovation report - Nesta

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?