Report on Creative and Innovative Management at Motor Dynamics Company

This report provides a comprehensive analysis of Motor Dynamics Company's creative and innovative management practices, focusing on their approach to innovation in the combustion engine industry. It examines the company's leadership style, specifically the laissez-faire management approach of its founder, and evaluates its marketing strategies through the 4Ps framework. The report delves into the company's SWOT analysis, assessing its strengths, weaknesses, opportunities, and threats. It highlights Motor Dynamics' development of an EFI system for motorcycles and its ambitious project of a self-balancing motorcycle. The report also discusses the company's innovation strategies, the roles of senior management, and the potential risks and benefits of implementing new ideas. Furthermore, it explores change models, stakeholder impacts, communication strategies, business goals, and potential barriers to innovation, offering strategies to overcome these obstacles. The report concludes with an evaluation of the company's potential for successful innovation and the implementation of its strategies.

Running head: CREATIVE AND INNOVATIVE MANGEMENT
CREATIVE AND INNOVATIVE MANGEMENT
Student’s Name
University Name
Author note

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Executive summary
The purpose of this report is to analyze the innovation strategies of Motor Dynamic Company. It
demonstrates the creative and innovative management practice and the capability to implement
new ideas and innovation. The aim of this report is to present the strength of the company on the
creative and innovative management, so as to gain the venture capital investment in the
company. The report evaluates the creative and innovative management process of the
organization, the role of senior management in generating the creative and innovative ideas. It
identifies the risks and benefits of implementing the innovation. It determines the process of
implementing the new idea. It identifies the stakeholder and their impact on them. It determines
the business goals considering their feedback. It determines the barriers of implementing
innovation and strategy to overcome the barriers. Further, it determines the communication plan
to communicate to the stakeholders. Lastly, the report concludes, that the organization has a high
potential to implement the changes provided they implement the strategy in a proper way.

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Table of Contents
Introduction......................................................................................................................................3
Task 1...............................................................................................................................................4
1.1 Analysis and Evaluation of creative and innovative management in Motors Dynamic
Company......................................................................................................................................4
1.2 Roles of senior management in leading innovation initiatives in the organisation...............6
Task 2...............................................................................................................................................7
2.1 Evaluation of the mission and vision of the organization in promoting innovation and
creativity......................................................................................................................................7
2.2 Critical evaluation of the tools and techniques used for generating new ideas and
innovation....................................................................................................................................8
2.3 Potential risks and benefits for adapting innovation as a competitive strategy.....................9
Task 3.............................................................................................................................................10
3.1 Change models and frameworks for implementation of innovation...................................10
3.2 Identified stakeholders of the organization and impact on them.........................................11
3.3 Persuasion and communication process to share new ideas with stakeholders and collect
feedback.....................................................................................................................................12
3.4 Business goals and implementation methods of new ideas.................................................13
Task 4.............................................................................................................................................14
4.1 Possible barriers which resists the implementation of new ideas........................................14

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4.2 Strategies to overcome the identified barriers.....................................................................15
4.3 Communicating plan to overcome the barriers of innovation to stakeholders....................16
Conclusion.....................................................................................................................................16
Reference list.................................................................................................................................18

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Introduction
The report analyzes and evaluates the creative and innovative management, implemented
by the Motors Dynamic Company. The report presents and demonstrates the creative and
innovative management practice of the organization and the report provides the capability of the
company to implement new and innovative ideas in the organization. The report argues the roles
of the senior executives in initiating the leading innovative changes in the organization. The
report evaluates the company’s mission and vision and its ways to promote innovative and
creative practices of the management of the company. The report critically analyzes and
identifies process or techniques which are used by the organization to generate the creative and
innovative ideas of the organization. It identifies the various risks and benefits which arises for
implementing the innovation and creativity in the company while analyzing the competitive
strategy of the organization. Further the report rationalizes the change in the models and
frameworks for implementation of innovation and creativity.
Overview of Motor Dynamic Company
Motor Dynamics Company is situated in Hong Kong and came into existence in the year
2007. The company focuses on the combustion engine management. The company highly
believes in creativity and innovation in their process of thinking and believes in bringing
innovation in the organization for its sustainable growth and survival. The founder of the
company analyzed that with proper creative and innovative thinking, the traditional internal
combustion engine aspect can be changed and it can be replaced with the innovate and new
model which will be beneficial for the overall success of the firm (Clegg 1999). The company
has spent ten years in order to develop EFI system (electronic fuel injection) for motorbikes that

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reduces 55% emission in the air and 28% reduction in fuel consumption. Motor Dynamics
company proposes to bring a new product self-balance motorcycle which stands still at any speed
(Christensen 1999). More than ten years have been spent in the overall research and development
aspects as to properly develop the EFI system and the main focus was to incorporate innovative
aspects for the development of the motorcycle.
It identifies the potential stakeholders of the organization and how the implementation
changes impact or affects the stakeholders. It develops the possible rationales in order to
persuade the stakeholders of the benefits of the innovation and creativity. It identifies the process
of communication with the stakeholders to share the new and innovative ideas and collect
feedback of the opinions and concerns of the organization. The author develops business goals of
the organization for the implementation of the new and innovative ideas considering the
feedback of the potential stakeholders of the business. Further the report identifies the
organizational barriers and its implementation.
The report plans and justifies a strategy to overcome the barriers of implementing new
ideas. The strategy involves the change models and establishes the key goals and formulates the
idea for implementation. It provides the design of the communication plan to communicate the
organizational barriers and ways of overcoming them to the stakeholders. Lastly, the report
concludes the success and failure of the organization in its process of implementing the new and
innovative ideas.

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Task 1
1.1 Analysis and Evaluation of creative and innovative management in Motors Dynamic
Company
According to Ali Taha et al. (2016), innovation is the process of generating new ideas
and improving the existing product in the organization. Innovation and creativity in the
organization implies adding value to new or existing products in the organization. There are
various advantages in embracing new ideas and innovation in the organization. The long-term
success of the organization can be analyzed by determining the extent of creativity and
innovation level of the organization and its management. Innovation implies encouragement of
new and creative ideas.
However, there are potential risks involved in the process of implementing innovation in
the organization (Awadh and Saad 2013). The process of implementing new ideas and
innovation in the organization is a very crucial and important for the development and
sustainability of any organization. Innovation is significant for the operations of the organization.
According to Ali Taha et al. (2016) it is important and bringing such innovation can become
imperative for the organization. There are various activities involved in the process of
innovation, through the way of implementing the all the activities and defining the set of
activities involved in the organization (Awadh and Saad 2013).
According to Bal et al. (2013), the several activities need to be coordinated and
integrated in the organization in its daily operations of the business. The different activities
involved in the organization includes, setting the predetermined goals and objectives of the
innovation. Finding relevant solutions to the problems is a part of implementing innovation. The

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goals and objectives set are communication to different levels of the organization. Team work is
encouraged for proper coordination and cooperation of the creating new ideas and implementing
innovation, collaborative solutions are addressed to the problems (Büschgens, Bausch and Balkin
2013). Different new ideas and opinions of every individual in the organization are combined
and the best ideas implemented in the organization. The process of innovation is evaluated in the
organization; the best and suitable idea is incorporated and communicated in different levels of
the organization. On the basis of review of the peers, the incorporated ideas are evaluated. The
new ideas are tested which has the best potential, so that the idea is regulated and developed in
the best way possible. According to Bal et al. (2013), the best idea is executed by implementing
the innovation in the organization. The new idea identified in the organization are further
modified and examined and then set it for execution.
According to Bal et al. (2013), after proper analysis and evaluation of the new ideas, the
organization needs to assess the innovation life cycle and examine the barriers and risks involved
in the process of implementing new ideas and innovation in the organization. Motors Dynamic
Company incorporates and encourages new ideas in the organization and is communicated in
different levels of the organization (Büschgens, Bausch and Balkin 2013). Moreover, the Motor
Dynamics utilizes a conservative approach to overcome all the barriers in the organization and
proper coordination between the senior level management and employees. However, the
company should be more radical in their approach rather than conservative approach for
sustainable competitive advantage.
1.2 Roles of senior management in leading innovation initiatives in the organisation
According to Camps and Marques (2014), the senior executives and top managers of
Motor Dynamics play an important role and acts as an enabler for implementing innovation in

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the organization. They provide strong support to the employees of the organization to generate
new and creative ideas in the organization. The senior executives play an important role by
decision making, choosing the appropriate and suitable ideas for innovation. They develop a plan
for overcoming the barriers and risk pertaining to the implementation of the new ideas.
According to Christensen (1999), they play an important role by addressing the challenge of
introducing new ideas and innovation. The role of senior executive is considered to be a
prerequisite for the process of implementation of innovation in the organization. Taking viable
steps towards implementing new ideas requires direct involvement of the senior executives
(Custódio, Ferreira and Matos 2017).
However, intervention from the senior executive can hinder or impact the smooth flow of
innovation process which is to be executed the operations department. Therefore, attention from
the senior executives needs to be constricted and limited. Senior executive is said to fuel the
process of innovation. Hence, senior executives support and guidance along with approval are
considered to be the factors which help in the successful implementation of the innovation
process and adaptation of the changes (Custódio, Ferreira and Matos 2017). The senior
executives take necessary decision regarding implementation of the innovation culture in the
organization. They play the role of determining the inclined short term and long-term gains in the
process of implementing innovation.
They perform the role of identifying the risk factors and take a holistic vision to the
process of innovation. According to Christensen (1999), the senior executives play the role of
developing a clear vision and implement a strategy for the new ideas and innovation. They take
decisions regarding the process of innovation. They identify and generate value from the new
ideas and innovation process. They implement the budgeting and allocate resources for

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implementing the process of innovation. They identify different barriers and takes measures to
overcome the barriers. They perform the role of monitoring and evaluation of results regarding
the innovation (Euchner and Ganguly 2014).
Task 2
2.1 Evaluation of the mission and vision of the organization in promoting innovation and
creativity
According to Christensen (1999), the innovation and creativity involved Motor dynamics
are formulated in order to bring sustainability in the organization and earn a competitive
advantage in the organization. Due to rapid change in the external environment and continuous
advancement in technology influences the organization in bringing innovation and creativity in
the organization. There must be offbeat business practices so as to meet the mission and vision of
the organization (Euchner and Ganguly 2014). The mission and vision of the organization are
well equipped to serve as a competitive advantage to the organization. According to Christensen
(1999), innovation and creativity is very much needed in Motor Dynamics so as to bring
sustainability and earn a competitive advantage for the organization. The Motor Dynamics have
a mission and vision which facilitates constant innovation. This results in success of the
organization (Euchner and Ganguly 2014).
The new ideas, innovation and creativity are formulated considering the mission and
vision of the organization (Jones 2013). Therefore the innovation and new ideas are generated to
crater to the mission and vision of Motor Dynamics. In order to determine the long term goals
and targets of the organization the vision and mission of the organization are crucial part which
determines the implementation of new ideas and innovation. Certain changes and innovation is

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implemented which are highly suitable and applicable for achieving long term goals of the Motor
Dynamics. According to Hayes (2018), the innovation and new ideas must be generated within
the boundaries of the mission and vision of the organization.
2.2 Critical evaluation of the tools and techniques used for generating new ideas and
innovation
According to Hayes (2018), Creativity is one of the tools used for generating new ideas
and innovation in the Motor Dynamics. Selection of various new ideas and its way of
development and modification is required for generating innovation in an organization. There are
various tools and techniques which are used for the generation of new ideas and implementing
innovation. Some of them are:
SWOT analysis:
STRENGTHS
strong brand image
customer base is strong and there is high loyalty
among customers
innovative engineering
Presense if strong in comparison to competitors
WEAKNESSES
The production network is limited
Slower innovation techniques
The cost of production is higher
OPPORTUNITIES
the expansion of market is done globally
cost reduction
Development of the product
THREATS
Intense kind of competition from rivals
Fluctuation in prices of oil
SWOT

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The strengths of Motor Dynamics include strong distribution channel, good returns on the
expenditure of capital, the company has reliable suppliers (Jones 2013). Weakness includes low
profitability ratio, requires advancement in technology, gaps in product range of the company.
Opportunities include new trends in the customer behavior, decreasing cost of transportation,
emergence of new markets. Threats of Motor Dynamics include intense competition, political
issues and laws, low quality product. Considering the strengths, weakness, opportunity and treats
of the organization the new idea generation and innovation is required accordingly (Euchner and
Ganguly 2014).
Creativity: Divergent and convergent tools are used during the process of innovation.
The scope of the business needs to be expanded to generate innovation and utilize suitable ideas
in the process of innovation (Hogan and Coote 2014). Team members must implement creativity
and generation of new ideas. Negative criticisms are avoided as it hinders the smooth flow of
communicating ideas. However, constructive criticisms are required inclusive of all the
perspectives. Diversified teams need to be encouraged rather than homogenous teams. This helps
in fostering innovation and creativity within the team members.
According to Christensen (1999), considering the 4p’s of the new product ‘self-balance
system’ that is product, price, place, promotion, the innovation is implemented. The 4p’s of the
product enable the firm to target its customers and implement a marketing plan. With
comprehensive strategy the company maintains its performance, thereby ensuring
competitiveness.