The Idea-Driven Organization: Unlocking the Power in Bottom-Up Ideas
Unlocking the Power in Bottom-Up Ideas
Published on 31. March 2014
Book
Hardback
216 pages
978-1-62656-123-6 (ISBN)
Description
Most companies, if they solicit employee ideas at all, essentially just set up a suggestion box, which employees know from experience is where ideas go to die. So nothing happens. But innovation is not an option - it's the key to survival. And innovation needs new ideas. So where are those ideas going to come from? Using numerous examples, Robinson and Schroeder argue that the employees who interact directly with your customers, make your products, and provide your services are in the best position to see where problems exist and what improvements and new offerings would have the most impact.
Robinson and Schroeder explain how leaders can build the kind of idea-driven company capable of implementing fifty to a hundred or more ideas per employee per year. Drawing on their work with companies worldwide, they show what's needed to put together a management team open to grassroots innovation and describe the strategies, policies, and practices that encourage - and those that discourage - employee ideas. They detail exactly how high-performing idea processes work and how to design one customized for your organization - including advice for teaching people how to come up with new ideas. The best ideas may come from the bottom, but they have to be systematically solicited from the top.
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Alan G. Robinson | Dean M. Schroeder
The Idea-Driven Organization
Unlocking the Power in Bottom-Up Ideas
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04/2022
1st Edition
Berrett-Koehler Publishers
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1st Edition
Berrett-Koehler Publishers
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Persons
Alan G. Robinson and Dean M. Schroeder
Content
PREFACE:
CHAPTER 1: the Power in front-line ideas
The Clarion-Stockholm Hotel
The Impact of Front-Line Ideas: The 80/20 Principle
Creating an Idea-Driven Organization
Why Are Idea-Driven Organizations So Rare?
Realigning the Organization for Ideas
Effective Idea Processes
Getting More and Better Ideas
Idea Systems and Innovativeness
CHAPTER 2: A DIFFERENT KIND OF LEADERSHIP
Why Leaders Are Often Blind to Front-line Ideas
Fighting Back
Key Points
CHAPTER 3: ALIGNING THE ORGANIZATION TO BE IDEA-DRIVEN: STRATEGY, STRUCTURE AND GOALS
Strategy and Goal Alignment
Structuring For Ideas
Key Points
CHAPTER 4: ALIGNING THE ORGANIZATION TO BE IDEA-DRIVEN: MANAGEMENT SYSTEMS
Budgeting and Resourcing the Idea Process
Aligning Policies and Rules
Aligning Processes and Procedures
Aligning Evaluation and Reward Systems
Conclusion
Key Points
CHAPTER 5: HOW EFFECTIVE IDEA PROCESSES WORK
The Kaizen Teian Process
Team-Based Processes
Facilitation
Escalation
The Electronic Suggestion Box Trap
Key Points
CHAPTER 6: IMPLEMENTing A HIGH-PERFORMING IDEA SYSTEM
Step 1. Ensure The Leadership Understands That A High-Performing Idea System Is A Long-Term Initiative To Create Significant Strategic Capabilities
Step 2. Form and train the team that will design and implement the system
Step 3. Assess the organization from an idea-management perspective
Step 4. Design the idea system
Step 5. Start correcting misalignments
Step 6. Conduct a pilot test
Step 7. Assess the pilot results, make adjustments, and prepare for the launch
Step 8. Roll out the system organization-wide
Step 9. Continue to improve the system.
Key Points
CHAPTER 7: HOW TO GET MORE AND BETTER IDEAS
Problem-Finding
Creating a Problem-Sensitive Organization
Key Points
CHAPTER 8: FRONT-LINE IDEAS AND INNOVATION
Innovations Often Need Front-Line Ideas to Work
Front-line Ideas Create Capabilities That Enable Innovations
Front-line Ideas Can Transform Routine Innovations into Major Breakthroughs
Front-Line Ideas Can Open Up New Opportunities for Innovation
Setting Up an Idea System Removes Many of the Barriers to Innovation
Bringing It All Together
Conclusion
Key Points
Notes
Acknowledgments
Index
About the Authors
CHAPTER 1: the Power in front-line ideas
The Clarion-Stockholm Hotel
The Impact of Front-Line Ideas: The 80/20 Principle
Creating an Idea-Driven Organization
Why Are Idea-Driven Organizations So Rare?
Realigning the Organization for Ideas
Effective Idea Processes
Getting More and Better Ideas
Idea Systems and Innovativeness
CHAPTER 2: A DIFFERENT KIND OF LEADERSHIP
Why Leaders Are Often Blind to Front-line Ideas
Fighting Back
Key Points
CHAPTER 3: ALIGNING THE ORGANIZATION TO BE IDEA-DRIVEN: STRATEGY, STRUCTURE AND GOALS
Strategy and Goal Alignment
Structuring For Ideas
Key Points
CHAPTER 4: ALIGNING THE ORGANIZATION TO BE IDEA-DRIVEN: MANAGEMENT SYSTEMS
Budgeting and Resourcing the Idea Process
Aligning Policies and Rules
Aligning Processes and Procedures
Aligning Evaluation and Reward Systems
Conclusion
Key Points
CHAPTER 5: HOW EFFECTIVE IDEA PROCESSES WORK
The Kaizen Teian Process
Team-Based Processes
Facilitation
Escalation
The Electronic Suggestion Box Trap
Key Points
CHAPTER 6: IMPLEMENTing A HIGH-PERFORMING IDEA SYSTEM
Step 1. Ensure The Leadership Understands That A High-Performing Idea System Is A Long-Term Initiative To Create Significant Strategic Capabilities
Step 2. Form and train the team that will design and implement the system
Step 3. Assess the organization from an idea-management perspective
Step 4. Design the idea system
Step 5. Start correcting misalignments
Step 6. Conduct a pilot test
Step 7. Assess the pilot results, make adjustments, and prepare for the launch
Step 8. Roll out the system organization-wide
Step 9. Continue to improve the system.
Key Points
CHAPTER 7: HOW TO GET MORE AND BETTER IDEAS
Problem-Finding
Creating a Problem-Sensitive Organization
Key Points
CHAPTER 8: FRONT-LINE IDEAS AND INNOVATION
Innovations Often Need Front-Line Ideas to Work
Front-line Ideas Create Capabilities That Enable Innovations
Front-line Ideas Can Transform Routine Innovations into Major Breakthroughs
Front-Line Ideas Can Open Up New Opportunities for Innovation
Setting Up an Idea System Removes Many of the Barriers to Innovation
Bringing It All Together
Conclusion
Key Points
Notes
Acknowledgments
Index
About the Authors