Expanding the Innovation Horizon - IBM's The Global CEO Study 2006 report

According to the IBM Global CEO study 2006 is an document every manager should read. The document based on the study by IBM with Economist Intelligence Unit is based on interviews with 765 Chief Executives from around the world. The report offers a number of suggestions, including the following considerations that can help the business organizations to become more effective when embracing innovation:

• 'Think broadly, act personally and manage the innovation mix'.
• 'Make your business model deeply different'.
• 'Ignite innovation through business and technology integration'
• 'Defy collaboration limits'
• 'Force an outside look ... every time'.

In the past innovation was recognized as a critical strategy for developing products, services & new markets, as well as innovation that enhances operational efficiency. The Report citing the findings highlight the importance of business model innovation. Successful business corporations pay attention to all three areas of innovation . Business model, Operation and products/services & markets.

Anyone who is serious about incorporating innovation as a corporate strategy, must recognize the need to introduce systems in place that will encourage collaboration. The collaboration does not stop with team structure, an element of the new organisation design but extends to other critical stakeholders - customers and busines partners as well. The IBM report cites the customers and business partners as the main source for innovative ideas.

The changes in the organizational structure and establishing new strategic partnership are the two major areas of innovation under the business model of innovation. Why should anyone be interested in adopting business model of innovation? According to the report, the innovators of the business model enjoy a number of benefits, including cost reduction and strategic flexibility.

The operational innovations were generally aimed at making the business operations more responsive to ever customers. Operations that are slow, costly and that are no longer relevant are dumped. Successful operational innovators use IT and technology for optimum performance efficiency. The repost cites a number of successful corporate examples.

The life span of products and services are getting shorter. This would mean, organizations are under pressure to continue to innovative their products and services.

Anyone who want to survive, grow and continue to thrive in the global business environment should read the IBM report.

Expanding the Innovation Horizon

Happy reading.

John

Arul John Peter, co-owner of Centre for Creative Thinking, a training agency based in Singapore (www.creativityasia.com), facilitates training workshops on creativity and related soft skills for clients in Asia and Middle East. As a Trainer, John facilitates management seminars and workshops in the areas of Creative Thinking, Supervisory Skills for new managers, EQ Skills for Team Leaders, Customer Service Excellence, Managing Difficult Customers, Communication Skills, Change Management, Personal Development Workshops, and Public Speaking Skills. He holds an MBA and majored in strategic human resource management. He is a member of the American Creativity Association.

Becoming Successful 21st Century Corporations

The Globalisation and Internet are the two major forces that are responsible for the radical changes that are going on among the business firms in Asia. Successful 21st century corporations responded

well to the threats and opportunities of the business environment. What makes these corporations different? Its the effective management systems in place that is responsible for their success.

Successful organizations, adopt effective management system and policies that are able to generate profit through their employees. Cascio (2006, p.27-29), in his book titled 'Managing Human resource: productivity, Quality of Work Life, Profits'(published by McGraw-Hill) lists seven practices/dimensions that form part of the 'management systems that produce profits through people' . They are:


Job Security: Though the life-long employment is no longer possible, successful business organizations continue to offer high degree of employment security for their employees. It is not uncommon to come across situations, where employees are reluctant to go all the way out to improve performance through improved productivity, for fear of making themselves redundant. Unless the organizational and HR policies reflect the organization's commitment to their employees' job security, it will be impossible to get the employees full support and commitment. There are organizations that take extra-ordinary steps to keep their labour force at the optimum number from day one, to avoid any subsequent lay-offs. To these successful organizations, hiring employees is a last option. This is radically different from those firms which hire and fire without any strategic HR planning. Job security to become a reality, HR managers and senior management need to adopt strategic human resource planning.


Selective Hiring: Not every Tom, Dick and harry get a job. A well planned and carefully administered recruitment and selection is the basis for the selective hiring to be managed. According to Cascio, it is only possible to hire selectively when the following requirements are met.

• There is a large number of potential candidates
• Organisation is clear about its human skill requirements: Knowledge, Skills, Abilities, Attitudes, personality attributes and Talents.
• Selection focuses on attributes of candidates that are difficult to change. If you can select the right candidate with the (Talent, Abilities, Skills and Knowledge) in the first place, you need not spend your time and resources to
  train them.

Decentralisation with Autonomous Teams: The traditional centralized structure depended on command and control approach to get things done. Employees working in teams are able to respond to the unique and demanding business situations much more effectively. Enabling employees to take responsibility and depending on other team members.


Comparatively high Compensation: Successful 21st century corporations pay well,compared to their competitors. These organizations adopt unique and innovative compensation practices for all their employees


Comprehensive Training: Management systems that recognize the power of training invariably do well. Despite the fact that they practice selective hiring, successful organization know the importance of keeping their employees knowledge, Skills and Abilities current to suit to the changing needs of the enterprise. They focus both on technical and people related soft skills training. Training is seen by these firms as a competitive tool in terms of recruitment, retention and employee performance. Training is also a powerful tool that enable the employees meet their self actualization need, a top order need identified by Abraham Maslow as part of Hierarchy of Needs theory.


Active Involvement of Everyone regardless of status: The management systems of successful organization incorporate policies and HR practices that take full advantage of employees' ideas, talents, skills and knowledge. It taps the expertise of everyone in the organization. Recognizing the talents and skills of all employees and enabling and encouraging them to offer solutions and ideas for the well being of the organization, breaks the status barrier that is common among majority of the organizations. Every employee in the firm is made to feel important and their contributions are valued and recognized.


Practice Open Book: In successful organizations, the access to information is not restricted to a small group of elite managers. Information is shared among the employees, so that they are able to use the information to make better decision. In the modern world, it is difficult to argue that knowledge is power, unless that knowledge is put to practice. To apply the existing knowledge to changing business situations, employees need information. Management systems of organization 'that produces profit through people' recognize the power of information sharing.



The qualities of management systems of successful 21st century corporations highlighted by Cascio can be the basis if you are serious to transform your business practices. Be practical. Identify one area from the above seven dimension, and work towards improvement. Start reviewing the current HR practices. To move forward you need to ask questions. The best way to unfold new ideas is to use the 5W + 1H model (What, When, Why, Where, Who and How) extensively.

Once you get started, just remember you are on your way to join the elite club of successful 21st Century Corporations. Welcome to the club of Successful 21st Century Corporations.



John Arul, co-owner of Centre for Creative Thinking, a training agency based in Singapore (www.creativityasia.com), facilitates training workshops on creativity and related soft skills for clients in Asia and Middle East. As a Trainer, John facilitates management seminars and workshops in the areas of Creative Thinking, Supervisory Skills for new managers, EQ Skills for Team Leaders, Customer Service Excellence, Managing Difficult Customers, Communication Skills, Change Management, Personal Development Workshops, and Public Speaking Skills.
He holds an MBA and majored in strategic human resource management. He is a member of the American Creativity Association.

Article Source: http://EzineArticles.com/?expert=John_Arul

Work-Life Programme

The 21st century business firms recognise the need to manage the well-being of employees from a broader perspective. They recognise that unless the employees are taken care well, their engagement in the work will not be a whole-heatred affair. The work-life approach and practices are seen as a win-win situation.

The Ministry of Manpower, Singapore, lists a number of benefits arising out of work-life strategies, including the following:

- Increased productivity;

- Improved recruitment and retention;

- Lower absenteeism rates;

- Improved customer experience; and

- A more motivated, satisfied and equitable workforce.


Visit the following link and read the documents on Work-life strategies.

Work-life Strategies

Bring out the Positive: The Power of Employee Recognition

When we talk about feedback, most of us will associate it with an unpleasant experience. Feedback sessions we had as subordinates or the session we conducted as a supervisor is invariably, is to bring out the negative behaviour of an employee into the open. In almost all the cases, the feedback unfold the power of destruction. Effective managers recognise the power of negative feedback. High performance managers direct their energies to bring out the positive elements of an employee’s behaviour, thereby creating opportunities to reinforce the positive behaviour.

Effective managers focus on bringing their subordinates towards the desired state of affairs - the target. What should we do to make this possible? Recognition and staff appreciation are the two best approaches to motivate employees . Unfortunately majority of the managers do not offer adequate recognition and appreciation to their staff. The best way to a get started towards our journey to bring out the best in our employees through recognition and appreciation is to ask the following questions:
How often we provide feedback in the form of appreciation?
How often we recognise good performance?
What is the ratio of our positive and negative feedback?
Are we in a position to say that our positive feedback outweigh the negative
feedback?

The feedback that emphasise the negative behaviour, attempts to tell the person that he/she need to change towards a positive level. Unfortunately most people will not accept negative comments. The worst is the receiving party criticise not only what was said, but also find fault the person who was gave the feedback. This would mean the feedback would no longer bring about any meaningful change at personal level.

Almost all the motivational theories highlight the human craving for attention and recognition. Unfortunately, our normal day-to-day managerial activities do not take note of this important fact. Some argue that the negative feedback is one form of recognition. That may be true. Recognition with punishment element along with creating low esteem is not going to work. Recognition should focus on highlighting the positive aspects of the person, so that the person feel recognized and praised.

Recognition can take the form of ‘Praise’. Praising employees is not an easy task for many of us. Some may ask: Praise an employee for what - for the quality of work they are expected to do, or praise only when the work exceed the set standard. You praise on both occasions.

The next question is how do we praise? Remember the following points:
Praise immediately - the sooner you recognise the better is the effect
Praise sincerely - your words and body language should harmonise the message.
Be specific - refer to the specific situation/action
Highlight the contribution - as far as possible try and quantify the results
Praise in public, whenever possible.


What else can we do to recognise employees contribution, other than praise. Recognition can incorporate rewards. Rewards can be in the form of financial or non-financial. At operational level, the best option is to focus on non-financial rewards. What are our options at this stage? Bob Nelson’s 1001 ways to reward employees (obtainable at www.Amazon.com provides practical and inexpensive ways to reward employees. Adopting spontaneous and informal rewards initiated by line managers and immediate supervisors are some of the best ways to reward employees.

To take full advantage of the power of recognition, we must make sure the reward practices are fair, just and reflect the element of equity. Any employee who meet the standards should be recognized. Employee recognition meet almost all the human needs identified by Abraham Maslow.

Arul John Peter, is a Facilitator with the Centre for Creative Thinking, a training agency based in Singapore (www.creativityasia.com). He conducts training workshops on creativity and related soft skills for clients in Asia and Middle East. He holds an MBA and majored in strategic human resource management. He is a member of the American Creativity Association.

The Employment Act & Employment Policies, Singapore

The Employment Act is Singapore's main labour legislation. It specifies the basic terms and conditions of employment; and The rights and obligations of employers and employees. Visit the following website (Ministry of Manpower) to learn more about your rights:

Employment Act, Singapore


For advice on wages, non-discrimination, flexible wage arrangements and more, please refer to the following:

Guideline on Employment Issues


Here are some case studies of successful businesses that have implemented good employment practices:

Case Studies


John

Environment of Human Resource Management (DHRM)

To make things easier for those who are studying the above module all the relevant background papers are listed in a single posting below:

Human Resource & Business Environment

Cost of Teacher Turnover

Cost of employee turnover

Organising Process

Organizational Evolution in a ‘Boundaryless’ Organization


From Traditional to Virtual Organisation: Implications for Work ...

Organisational Culture: Establishing what makes an Organisation Attractive


Understanding Organisation Culture and Innovation: A Case Study ...

Organisation Culture

Procedural Justice

Resources for Personal Development

The following link provide resources on career, personal development and resume writing

Marketing Book

An interesting ebook on marketing:

Marketing Book

John