In one of the most detailed analysis pertaining to capabilities for
engaging disparate groups in the focused effort of innovation creation
and validation, Creating Ideas for Innovation – Effects of Organizational Distance on Knowledge Creation Processes”
lays down the ground work for not only understanding that ( among other
things ) the number of patents generated in a 12 months period can
directly indicate how ideation output, in terms of “value” is
inter-related with organizational focus and also in the way particular
participants in the design and innovation process hold their distances
from each other and the work they are focusing on. More, that whereas
more radical innovations are furthered by weak ties, incremental
innovations instead seem to benefit from stronger communication ties
regardless inter and intra the organization in terms of the distance and
organizational structure needed to see design and innovation through to
its end goal: usage. Unseen communication between seemingly separate
groups, individuals, and organisms are in fact not nearly as separate as
one might think, and the numbers speak for themselves.
One possible way of making sense of these somewhat surprising
observations is that there may be a need for stronger integration
mechanisms that can help colleagues from different departments to
overcome initial issues related to cognitive distance and something that
we are surely seeing in these days of incredibly increased video
conferencing activities.
In the end, what type of innovation is aimed for and which knowledge
creation processes are most central for the corresponding ideation needs
means increased success for the firm. Apples and trains only go
together when it’s time to have pie in the dining car but not in apples
to apples comparisons for when to you
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