Setting the Scene;
Its my vision but not if you don't want to hear it (or you didn't mention it first). If this rings any bells then you may have struck gold my friend.
I discovered that the moon is not made of cheese & the earth is not flat but why isn't anyone listening?
- Perhaps I need to prove it? (done that)
- Perhaps I need to suggest how to fix it? (done that)
Have I actually seen my own reflection in the prophesy I have discovered.... Yes that's it, my organisation are on a pre-planned mission to prove all of my findings are correct and are proving it to me by reflecting the barriers back again.
Oh I get it now.
If only they had told me & I would have not been so disheartened.
Anyway now I have seen the light let me share it with you.
Heuristic Management - what is it & why am I combining two words not usually together in the same sentence?
The word heuristic (meaning inquisitive, curious &wondering) is used to help explain the benefits of entrepreneurial involvement. The differences in the use of heuristics between entrepreneurial & managerial firms, lie in the fact that entrepreneurial firms are more responsive to opportunities! The differences in their appraisal of the future, suggest a difference in the options identification. Also the heuristic-based logic enables entrepreneurs to make sense of uncertain & complex situations more quickly than does standard hierarchic management.
It can be considered that entrepreneurship is one of the firm’s key resources & linked with heuristics - for an individual who by definition; "is an employee who exploits opportunity". This factor leads to the concept of “entrepreneurial alertness” as the special ability of the entrepreneur to see where products/services/systems do not exist and can be profitably exploited. To me every organisation needs this & should have heuristics in its strategic veins.
How is this applied when the entrepreneurial skills are not part of the management infrastructure (yet)?
OK, the key pillars of my findings support the vision.
If any of the following factors do not ring true... I will eat the moon (which as I have mentioned maybe made from cheese).
I believe through my analysis that these four factors were impeding development & holding back progress within my organisation/industry.
- There must be a transparent system/framework for good ideas and suggestions; that is not edited or poopooed (as we say in England). Some suggestions may well be pie in the sky but others may lead to the holy grail. If you don't have a mechanism to capture suggestions you are on to a looser straight away.
-There needs to be a genuine & transparent system for rewarding good ideas & hard work in making things happen. I am not talking money but a well earned pat on the back & credit. I will repeat that point, a pat on the back is maybe the aim of most staff as recognition & reward is hard to come by. So we need to do it more; and fairly. Money is not the answer.
-Keeping individuals/staff involved in decisions is essential to maintaining ownership & preventing rumors & disenfranchised staff. Keep people genuinely involved; especially if it was their idea. 'Manager / entrepreneur' duality is a new skill that has a new role within any constructive business.
-Genuine Innovation education & understanding must be nurtured by staff otherwise it will seem like a top down Fad for cutbacks. Having seen the light & thus being turned on to the magic of innovation, I realize how important it is to 'understand' innovation & barrier prevention.
These are the four key components but the solution elements & some of the interrelated factors need to be exposed.
With these factors at the forefront, innovation must be the umbilical cord of organisational strategy, (for both planned & emergent development) constantly breathing evolving life blood into the organisation.
Bowman & Hurry 1993 suggested (since modified by Thierry Burger-Helmchen in 2007) that there are 3 stages in the options chain;
1 Have a 'shadow' idea.
2 Turn it into a 'Real' option.
3 Put it into production (make it happen).
There are obviously elements of strategic complexity before during and after each phase. I identified that there were key/core competencies missing within my organisation to make any of these phases function at there full potential. A development plan to solve this shortfall was created by me to rectify the gaps. This is supported by the four pillars of my initial analysis.
some of the solution factors were miniscule factors such as listening to staff, removing communication barriers, supporting individual idea development, creating time for idea capture. Other aspects require more time & money such as managing 'talent' within the organisation correctly, implementing/adopting a workable innovation policy/system & creating staff satisfaction systems. It would be great if we could harness the energy & minds of the 2000 staff in the organisation & not be restricted to the top table.
Tact maybe all. I must realize that I am an intrapreneur & an employee. I must find the correct approaches. The facts of my analysis are not enough.
From an academic mindset a critical evaluation would need me to overcome the obstacles or pursue proven solutions to the problem. A generic (yet accurate) solution/method resides within the '12 step Roadmap', which tracks idea development within organisations, through to successful implementation (The URL link & Credit for the 12 steps are bellow).
I hope this has helped you to understand a unique set of organisational barriers & may inform others of a futurist solution.
The journey of championing my vision has lead to me being able to positively communicate & implement a number of my proposals, with good effect. I would like to show my gratitude to those who have given the time to listen & develop my ideas into workable catalysts.