Innovation strategies that managers implement for changing products and technologies

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• Cooperation: This strategy emphasizes collaboration, both internally and externally. Internally, it involves cross-functional teams and shared resources. Externally, it includes partnerships with other companies, universities, or customers to gain access to new knowledge and technologies.
• Entrepreneurship: This strategy aims to turn innovative ideas into viable products or services. It involves creating structures and processes that support risk-taking, experimentation, and the development of internal ventures or "intrapreneurship" initiatives.

2. Summarize the organization development (OD) stages of unfreezing, changing, and refreezing, and define large-group interventions.

The Organization Development (OD) model describes change as a three-stage process:

• Unfreezing: This initial stage involves creating the motivation and readiness for change. It often entails highlighting the current problems or opportunities that necessitate a shift and reducing resistance to the idea of change.
• Changing: This is the implementation stage where the actual change takes place. New processes, structures, behaviors, or technologies are introduced and adopted. This stage requires communication, training, and support to help individuals adapt.
• Refreezing: This final stage focuses on stabilizing the change and making it a permanent part of the organization's culture and operations. It involves reinforcing new behaviors, embedding changes into policies and procedures, and evaluating the effectiveness of the implemented changes.

Large-group interventions are OD techniques that involve bringing together a significant number of organizational stakeholders (often dozens or even hundreds) to address a specific organizational issue or to plan for large-scale change. These interventions aim to foster collective understanding, generate shared commitment, and enable rapid problem-solving and decision-making across the organization. Examples include open-space technology, future search conferences, and appreciative inquiry summits.

3. Identify some reasons people frequently resist change.

People frequently resist change for various reasons, including:

• Fear of the unknown: Uncertainty about the future and how the change will affect them.
• Loss of control: Feeling that the change is being imposed upon them without their input.
• Threat to self-interest: Perceiving that the change will negatively impact their job security, status, or rewards.
• Habit: Comfort and familiarity with the existing ways of doing things.
• Lack of understanding: Not comprehending the reasons for the change or its potential benefits.
• Mistrust: Skepticism about the motives behind the change or the ability of leadership to manage it effectively.
• Poor communication: Inadequate or unclear information about the change process.
• Negative past experiences with change: Previous unsuccessful or poorly managed change initiatives.

4. Why do you think research has shown that idea champions are so essential to the initiation of change? Could they be equally important for implementation?

Research likely shows that idea champions are essential to the initiation of change because they:

• Provide the initial spark: They generate and passionately advocate for new ideas that challenge the status quo.
• Build early support: Their enthusiasm and conviction can be contagious, helping to overcome initial skepticism and garner interest in the idea.
• Navigate organizational hurdles: They are often willing to take risks and expend extra effort to push their ideas forward, overcoming inertia and resistance.
• Communicate the vision: They can articulate the potential benefits of the change in a compelling way, making it more appealing to others.

Idea champions could be equally important for implementation, if not more so, because:

• Sustained advocacy: They can continue to champion the change throughout the often challenging implementation process, maintaining momentum and addressing setbacks.
• Problem-solving: Their deep understanding of the idea and their passion for its success can make them effective problem-solvers during implementation.
• Influence and persuasion: They can help to convince hesitant individuals or teams to adopt the new ways of working.
• Role modeling: Their commitment to the change can serve as a positive example for others to follow.

However, during implementation, it's also crucial to have strong project management and broad organizational buy-in, so the reliance solely on an idea champion might not be sufficient. A collaborative effort involving various stakeholders, including the champion, is often the most effective approach.

5. You are a manager, and you believe the expense reimbursement system for salespeople is far too slow, taking weeks instead of days. How would you go about convincing other managers that this problem needs to be addressed?

To convince other managers that the slow expense reimbursement system needs to be addressed, I would take the following steps:

• Gather Data and Evidence: Before approaching other managers, I would collect concrete data to quantify the problem. This could include:
  • The average time it takes for salespeople to receive reimbursement.
  • Feedback from salespeople about the delays and their impact (e.g., morale, cash flow issues).
  • Potentially, a comparison of our reimbursement speed to industry benchmarks or competitors.
• Frame the Problem in Terms of Shared Goals: I would focus on how the slow reimbursement system negatively impacts shared organizational goals, such as:
  • Sales performance: Delayed reimbursement can demotivate salespeople, affecting their drive and potentially their ability to cover necessary business expenses.
  • Employee satisfaction and retention: Frustration with administrative processes can lead to lower morale and increased turnover among the sales team, which is costly.
  • Efficiency and productivity: Salespeople spending time chasing reimbursements is time taken away from revenue-generating activities.
• Present a Clear and Concise Case: I would schedule a meeting or discussion with the other managers and present the data and my concerns in a clear and concise manner, highlighting the negative consequences of the current system.
• Propose a Solution (or Suggest Collaborative Problem-Solving): I would come prepared with a potential solution or at least suggest a collaborative effort to explore solutions. This could involve:
  • Investing in a more efficient digital expense management system.
  • Streamlining the approval process.
  • Clearly defining roles and responsibilities within the reimbursement process.
• Focus on Return on Investment (ROI): I would emphasize the potential ROI of addressing the problem, such as increased sales productivity, improved employee morale, and reduced administrative overhead in the long run.
• Seek Input and Collaboration: I would actively solicit feedback and suggestions from the other managers. Framing it as a shared problem that requires a collective solution will increase buy-in and ownership.
• Pilot Program (If Feasible): If there is initial resistance to a full-scale change, I might propose a pilot program within my sales team to demonstrate the effectiveness of a faster system.
• Follow Up and Persistence: After the initial discussion, I would follow up with the other managers to keep the issue on their radar and work towards a resolution. Persistence, coupled with data and a focus on shared goals, is key to driving change.

Sample Answer

Here are concise answers to your questions, keeping in mind the context of a manager addressing organizational change:

1. Describe the three innovation strategies that managers implement for changing products and technologies.

Managers implement three primary innovation strategies for changing products and technologies:

• Exploration: This strategy focuses on fostering creativity and generating new ideas. It involves activities like brainstorming sessions, internal hackathons, and encouraging research and development in novel areas. The goal is to discover breakthrough innovations and radical new product or technology possibilities.