Fashion Innovation and Digital Transformation
Added on 2020-05-11
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SYLLK MODEL: AN EVALUATION OF CUSTOM INNOVATION CO. 1SYLLK Model: An Evaluation of Custom Innovation Co.Student:Institution:Professor:
SYLLK MODEL: AN EVALUATION OF CUSTOM INNOVATION CO. 2Executive summary.Custom Innovation is a tailoring company that makes fashion fittings including shirts, chinos,dresses, and coats among other designs. The company uses technology as an innovative approachto competition. In this report, the success factors and barriers to innovation have been evaluated.The relationship between these factors to the elements of the SYLLK model have also beendetermined. The SYLLK model has six components, which interact to ensure a successfulinnovation. These features include social, technological, Process, culture, learning andinfrastructure. Creative Innovation has incorporated five of these elements in its innovative ideas.However, the firm has not delved into the social aspect of the SYLLK model. This is asignificant finding in this report. Therefore, in this report, it has been recommended that thecompany should venture into social activities and interactions to solve most of the barriers itfaces when implementing its innovative ideas. The barriers identified in this report areinadequate funds, problems in recycling textile, lack of customer centrality and improperallocation of resources.
SYLLK MODEL: AN EVALUATION OF CUSTOM INNOVATION CO. 3Table of ContentsExecutive summary.........................................................................................................................2Introduction....................................................................................................................................4Enablers of innovation..................................................................................................................4Supporting organization culture and design...........................................................................4Leadership driving the innovation...........................................................................................5Continuous strategic review......................................................................................................6Collaboration..............................................................................................................................6Adequate resources....................................................................................................................7Barriers to innovation...................................................................................................................7Inadequate funds........................................................................................................................7Lack of customer centrality......................................................................................................7Recycling of textiles is problematic..........................................................................................8Improper allocation of resources..............................................................................................8SYLLK Model................................................................................................................................8Cultural system..........................................................................................................................9Technological system.................................................................................................................9Infrastructure.............................................................................................................................9Process.........................................................................................................................................9Social System............................................................................................................................10The relationship between the elements of the SYLLK Model.................................................10Findings........................................................................................................................................11Conclusion....................................................................................................................................11Recommendations........................................................................................................................11References.....................................................................................................................................12
SYLLK MODEL: AN EVALUATION OF CUSTOM INNOVATION CO. 4IntroductionFounded by Fisher and McLaughlin Custom Innovation Company has continued toventure into technology as its primary competitive strategy, (Cusom Innovation, 2017). CustomInnovation is a tailoring company based in Melbourne, Australia that makes fashion designs forboth women and men’s wear, [ CITATION The17 \l 1033 ]. The company has developed a 3Dscanning technology that it uses to determine the sizes of its customer’s wears. This has made itpossible for its consultants to use handheld scanning devices to determine the sizes of theircustomers negating the necessity for a real estate. The high technology adopted by this firm hasenabled it to process customer orders quicker than other companies who are still using traditionalmethods to determine customer sizes and later on carryout manual fitting of clothes, (AustraliaUnlimited, 2017).Enablers of innovation.Innovation is the process of forming creative ways of operation, (Acemoglu et al., 2014,p. 18). Some enablers of innovation may include:Supporting organization culture and design.Organization design refers to the structure of an organization, (Davila et al., 2012, p. 17).An organization structure that is flexible to suggestions of change made by employees mayenable innovation, (Janakova, 2012, p. 96). However rigid organization structures may be abarrier to innovation.Culture refers to beliefs, values, and norms of employees in an organization as a whole,(Parkman et al., 2012, p. 90). If the employees in a firm are welcoming to change, theninnovation may be easy to implement. However, employees who have developed a culture ofresistance to change may hinder innovation.
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