Innovation Management Report: Strategies for Sustainability

This report delves into the critical aspects of innovation management, emphasizing its role in organizational sustainability within competitive industries. It covers the importance of planning, resource allocation (both tangible and intangible, including human capital), and the establishment of an innovative mindset. The report highlights organizational mechanisms like research and development budgets, brainstorming sessions, and staying current with international standards to foster innovation. It also stresses the significance of clear communication frameworks and employee engagement through activities such as focus groups, to enhance performance and achieve sustainable innovative goals. The report references several academic sources to support its analysis.

Running head: INNOVATION MANAGMENT
INNOVATION MANAGMENT
Name of the Student
Name of the University
Author notes:

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Introduction
It can be sad that innovation is a key activity when it comes to the sustainability of an
organisation in industries that are competitive in nature (Pedersen, Gwozdz and Hvass 2018).
The nature of innovation to be carried out by the organisation in order to gain effectiveness in
operation is crucial in order to determine the effectiveness of operations of the company (Roome
and Louche 2016). Thus, innovation is an activity that needs to be carried out by organisation
who aim to be ready for the future needs associated with the organisation (Massa and Tucci
2013). The aim of the paper is to satisfy the information needs regarding the innovative thinking
to be carried out by the organisation, the organisation mechanism behind the same and the
techniques that have been employed by the organisation in order to gain effectiveness n terms of
sustainability through hindrance free communication and stakeholder engagement.
Planning
Planning is one of the most crucial steps that’s needs to be carried out while organisations
are on operation (González et al. 2015). Planning is a stage that ensures that the activities to be
carried out by the company in terms of innovation can be structured (Ritala et al. 2013).
Innovation is an activity that does not occur by chance or by luck. It is an activity that needs to
be planned, structured and instated in the culture of the organisation. Thus, a mind-set
characterised by innovation is to be ensured in order to gain effectiveness in operations in terms
of development of innovative thinking that should influence all the activities of the organisation
(Wu et al. 2013).

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Resources
The allocation of resources for the management of the activities associated with
innovation helps in the development of activities associated with the advantage that the company
is subject to. Resources are the items that are needed for the operations of the company
(Hajmohammad et al. 2013). The latter can be both tangible and intangible resources as well as
human capital. Planning is the step that can help in terms of gaining favourable outcomes in
planning. Hence, identification of the resources is a crucial step that needs to be carried out if the
latter is aiming to cater to the needs of tab organisation associated to the allocation of resources
(Dumedah and Walker 2014).
Organisational mechanism
The process that need to be followed in terms of development of the competency of the
organisation is sustaining the innovative practices depends on the mode of operations of the
organisational mechanism. In order to bolster engagement activities from the part of the
company, it needs to be ensured that considerable portion of the budget is allocated to research
and development along with the allocation of time behind activities that are characterised by
innovation (Maslowska, Malthouse and Collinger 2016). Thus, it can be said that the company
should have the ability to contribute to the needs associated innovations, It is suggested that there
should be activities through which the employees can give rise to ideas that will help the
organisation in developing constantly. Brainstorming session and staying up to date with the
international standards can help in development of effectiveness of the latter in development of
the activities associated with innovative thinking and creativity form the part of the company.

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Communication and employee engagement
Communication refers to the to and fro exchange of information that helps inn sustaining
the clarity in operations (Kraut, Egido and Galegher 2014). The achievement of a clear
communication framework helps in development of active transfer of information from the
intended ends towards the desirable ends. Engagement activities such as focus groups and
brainstorming session helps in fostering communication between members of the organisation
which would help in terms of engagement of the employees. The latter is likely to help the
organisation in terms of achievement of high performance outcomes that helps in sustaining the
innovative aim that the organisation is concerned with.

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REFERENCES
Dumedah, G. and Walker, J.P., 2014. Assessment of land surface model uncertainty: A crucial
step towards the identification of model weaknesses. Journal of hydrology, 519, pp.1474-1484.
González, D., Pérez, J., Milanés, V. and Nashashibi, F., 2015. A review of motion planning
techniques for automated vehicles. IEEE Transactions on Intelligent Transportation
Systems, 17(4), pp.1135-1145.
Hajmohammad, S., Vachon, S., Klassen, R.D. and Gavronski, I., 2013. Reprint of Lean
management and supply management: their role in green practices and performance. Journal of
Cleaner Production, 56, pp.86-93.
Kraut, R.E., Egido, C. and Galegher, J., 2014. Patterns of contact and communication in
scientific research collaborations. In Intellectual teamwork (pp. 163-186). Psychology Press.
Maslowska, E., Malthouse, E.C. and Collinger, T., 2016. The customer engagement
ecosystem. Journal of Marketing Management, 32(5-6), pp.469-501.
Massa, L. and Tucci, C.L., 2013. Business model innovation. The Oxford handbook of
innovation management, 20(18), pp.420-441.
Pedersen, E.R.G., Gwozdz, W. and Hvass, K.K., 2018. Exploring the relationship between
business model innovation, corporate sustainability, and organisational values within the fashion
industry. Journal of Business Ethics, 149(2), pp.267-284.
Ritala, P., Agouridas, V., Assimakopoulos, D. and Gies, O., 2013. Value creation and capture
mechanisms in innovation ecosystems: a comparative case study. International Journal of
Technology Management, 63(3-4), pp.244-267.

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Roome, N. and Louche, C., 2016. Journeying toward business models for sustainability: A
conceptual model found inside the black box of organisational transformation. Organization &
Environment, 29(1), pp.11-35.
Wu, C.H., Hwang, G.J., Kuo, F.R. and Huang, I., 2013. A mindtool-based collaborative learning
approach to enhancing students' innovative performance in management courses. Australasian
Journal of Educational Technology, 29(1).