Report on Lead Innovative Thinking and Practice - Assessment

This report comprehensively assesses innovative thinking and practice within an organizational context, specifically focusing on Sim's Hardware. It begins by outlining various strategies for generating new ideas and fostering creative thinking, emphasizing the importance of recognizing and capitalizing on innovation opportunities. The report delves into factors that hinder innovation and provides actionable methods for building an innovative culture, including training employees to think creatively and establishing mechanisms to support idea generation. It examines the challenges faced by Sim's Hardware, including outdated practices and declining revenues, and proposes solutions such as implementing tools like mind mapping and fostering open communication. Furthermore, it explores the impact of leadership styles on creativity, analyzes trends shaping thinking and practices, and evaluates the risks associated with innovation. The report concludes by providing insights into leadership styles, innovation drivers and enablers, and strategies for sustainable innovation and change management, offering a holistic understanding of how to cultivate a thriving innovative environment within an organization.

LEAD INNOVATIVE
THINKING AND
PRACTICE

TABLE OF CONTENTS
ASSESSMENT 1.............................................................................................................................1
1. Different strategies to generate new ideas and thinking..........................................................1
2. Creative thinking, check necessity of creative thinking technique to invent something.........1
3. Spot opportunities for innovation............................................................................................1
4. Innovative thinking a strategic priority....................................................................................2
5. Importance for organizations to innovate................................................................................2
6. Factors that can stop one from being innovative.....................................................................2
7. Ways to build innovative culture.............................................................................................2
8. Can innovate think be trained..................................................................................................3
9. Mistake organization can make in terms of innovation...........................................................3
10. think divergently and creatively............................................................................................3
ASSESSMENT TASK 2.................................................................................................................4
QUESTIONS...................................................................................................................................4
1. Introduction..............................................................................................................................4
2. Problems and current position.................................................................................................4
3. Promoting innovation..............................................................................................................4
4. Trends shaping thinking and practices....................................................................................4
5. Innovative context...................................................................................................................5
6. Leadership styles.....................................................................................................................5
7. Challenging and refining own leadership................................................................................6
8. Risks with innovation..............................................................................................................6
9. Communicating innovation.....................................................................................................6
10. Fostering communication and team development.................................................................7
11. Mechanism supporting innovation........................................................................................7
12. Innovation as integral part of organisation............................................................................7
13. Developing and monitoring processes...................................................................................7
14. Innovation risks and barriers.................................................................................................8
ASSESSMENT 3.............................................................................................................................9

Techniques and tools that can be used to generate new ideas and thinking................................9
Conditions for innovation and issues that can impact innovative thinking and creativity..........9
Innovation drivers and enablers for Sim’s Hardware..................................................................9
Personal leadership style to model positive innovative thinking and practise..........................10
Requirements to promote sustainable innovative activity for operation context and people
involved.....................................................................................................................................10
Different means to promote knowledge transfer.......................................................................10
Risk associated with innovation and possible mitigation strategies..........................................10
Strategies to innovate and promote creative thinking techniques, innovative practise etc........11
Resources required for innovation in organization....................................................................11
Strategies to foster workplace culture capable of encouraging innovation...............................11
Potential barriers and risk to innovation along with the strategies to respond..........................12
Reflection...................................................................................................................................12
ASSESSMENT4............................................................................................................................13
1. Comparison of current innovation and thinking theories with past theories.........................13
2.................................................................................................................................................13
3. Impact of leadership style on innovation in organization......................................................13
4. Reason for relevance of organization and industry context to innovation............................13
5. Internal or external conditions that impact organizational innovation..................................13
6. Strategies for identifying, managing, assessing risks and challenges associated with
innovation..................................................................................................................................13
7. Five examples of innovation drivers in an organization........................................................14
8.Six examples of innovation enablers in an organization........................................................14
9. Mechanism that can be implemented at system or process level to support innovative
practises.....................................................................................................................................15
10. Five challenges and barriers to innovation..........................................................................15
11. Benefits of introducing change in the organization.............................................................15
12. Ways to conduct research in organization...........................................................................16
13. Different types of leadership styles.....................................................................................16
14. Characteristics of effective leaders......................................................................................16
15. Possible requirements for sustainable innovation................................................................17

REFERENCES..............................................................................................................................18

ASSESSMENT 1
1. Different strategies to generate new ideas and thinking
There are various strategies that can be used to generate new ideas and thinking such as:
 By engaging oneself in observation session i.e. by engaging oneself in sessions where an
individual can think differently.
 Reading more books can also help in generating new ideas and thinking as reading more
books helps in learning more and thinking differently (Zhu and et.al., 2016).
 Keeping a regular journal can also help oneself in recording one’s own thoughts, ideas
feelings as these journals helps in generating new ideas and think differently.
 Combining one thing with other is another strategy that can help in generating new ideas and
thinking differently.
2. Creative thinking, check necessity of creative thinking technique to invent something
Creative thinking can simply be defined as a way of looking at a thing in a new and
different manner or in other words thinking out of the box is also known as creative thinking. It
is looking at a situation or problem from a fresh perspective that suggest unorthodox solutions.
Creative thinking is an important technique which is required to invent something new. For
example: Steve Jobs used innovative thinking technique and combined three old ways(mobile,
touch screen iPod and internet communication device) and innovated new iPhone.
3. Spot opportunities for innovation
There are five ways in which innovation opportunities can be spotted such as:
 By analysing what best things other organizations are doing both in one’s own industry and
in other industries as well. This can help organizations to spot an innovation opportunity that
can drive them towards success.
 By obtaining customer feedback, companies can understand what new things they can try to
attract new customers
 Understand customer’s issues, frustration and complaints associated with product or service
so that changes required can be identified.
For example: Steve jobs obtained feedback from customers and realized that most of the
customers use their phones with ugly buttons and decided to invent touch screen mobiles.
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4. Innovative thinking a strategic priority
Yes, innovative thinking is a strategic priority for every profit-making organization
because innovative thinking always helps an organization to focus on all the changes that are
required within an organization so that they can increase their profitability (Clapham and
Vickers, 2017). It also helps an organization to spot opportunities that can be used by
organizations to develop or produce something new. Using innovating thinking as a strategic
priority can help companies to think differently whenever required. Charles Goodyear could
stand despite being on the verge of bankruptcy because he thought differently and saw rubber
accident as an opportunity and discovered vulcanisation.
5. Importance for organizations to innovate
It is important for organizations to innovate because customer always seeks for something
new. Not only this it also helps organizations to move faster and gain a competitive advantage.
Innovating something can also help organizations to create better connections to developing
market which helps them in bigger opportunities which can help their organization to grow
(Adams and et.al., 2016). Similar ideas can lead to new inventions because similar ideas helps in
identifying gaps or flaws in the current technology or product or service that can be used as an
opportunity in inventing something new.
6. Factors that can stop one from being innovative
There are various factors that can stop one from being innovative such as:
 Short term thinking or not focusing on long term goals can stop one from being innovative.
 Lack of time or resources work as a barrier in development of new ideas and opportunities
which can further stop one from being innovative.
 Demotivating one is another factor that can affect one from being innovative as demotivation
affect one’s thinking ability (Brenner, Uebernickel and Abrell, 2016).
 Unwillingness to learn something from past failures, adopt something new or change
something can also stop one from being innovating.
7. Ways to build innovative culture
There are various ways in which innovative culture in an organization can be build such as:
 Learning from past failure and implementing changes in present can help in building an
innovative culture.
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 By encouraging innovation in non-obvious areas can also help in developing innovative
culture. So that employees do not picture innovation as a limited market area (Biemans,
2018).
 By encouraging search for accidental innovation can increase employee’s lookout for their
innovation potential which can further help in building an innovative culture.
Yes, iPhone was an outcome of good innovative culture as it helped Steve Jobs to identify
three old areas that can be used together to build something new.
8. Can innovate think be trained
Innovative thinking cannot be taught but it can be trained. By training people to think
creatively can help them to think innovatively. Employees should be provided training of
working with what they have but in a creative manner can help them in thinking differently
which can further help them in thinking innovatively. By training employees to work on old
training or processes or techniques and demanding from something new or creative can also help
them in thinking innovatively.
9. Mistake organization can make in terms of innovation
Greatest mistake that and organization can make when it comes to innovation is to push
employees for answers or generate new ideas without creating a mechanism to do so or without
defining the proper in an appropriate manner so that it can be solved (Horibe, 2016). It is one of
the major mistakes each and every organization make because an employee can generate answers
for a problem only when they are taught a mechanism to do so or when they get a fully defined
problem If employees are forced then they cannot think innovatively and organization cannot
lead towards innovation.
10. think divergently and creatively
There are various ways in which one can think divergently and creatively is by various
methods such as:
 By brainstorming ideas to find or create a solution to problems so that one can think out of
the box and think creatively or divergently (Lane, 2016).
 Thinking of a common problem-solving technique that can help oneself to think divergently
and creatively and find a solution of each and every problem.
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ASSESSMENT TASK 2
QUESTIONS
1. Introduction
Sim's Hardware deals in hardware and operates in Australia from several years. With
recent advancements in technology, supply chain and other operational aspects the practices of
organisation seems to be out dated and need to be creative and innovative. It is resulting in
declining revenues and organisational performance.
2. Problems and current position
At present Sim' hardware is facing several issues in its operations and outdated
technology. Due to lack of innovation organisation is not able to retain its customers. Most of its
customers are shifting to other organisation. The inefficient practices are also making operational
activities less efficient in terms of cost and quality. The services are not being provided to
customers on time and productivity of employees is also decreasing. Thus there is need of bring
innovation to practices and organisational culture of Sim' hardware so that it can regain
competitive advantage.
3. Promoting innovation
Innovations must be fostered at both individual and team level. This can be accomplished
by using various tools such as mind mapping, brainstorming, group discussion, idea management
and operational approaches such as Kaizen and assisted interviews (Goffin and Mitchell, 2016).
These tools will help Sim' hardware to assess the areas which can be innovated and the needs of
customers and staff members so that creativity can be fostered in desired direction. However for
promoting creativity among teams organisation must adopt several techniques such as open
communication, willingness to adopt creativity and experiment, favourable leadership style and
flexible work culture.
4. Trends shaping thinking and practices
At present employees of Sim' hardware may not be willing to introduce creativity or
innovation in their practices. Thus various motivational theories and improved leadership styles
can be used by management of Sim' hardware. It will encourage employees to seek for
innovative practices. Currently staff members of organisation are not motivated and thus they do
not receive any creative and supporting environment for innovation. This shapes the existing
position of company. However increased openness in communication, work place flexibility,
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motivational rewards and appreciation to innovative and creative ideas can bring significant
improvement in existing practices and performance of organisation.
5. Innovative context
Innovation can be promoted by improving the work culture and practices. Sim' hardware
must allow its team members to share their ideas, to adopt creativity, communicate by providing
them rewards for innovative perspective. It will encourage innovative thinking at individual level
(Mahmoud-Jouini, Midler and Silberzahn, 2016). At group level leaders must emphasis on their
leadership style so that team members can collaborate and generate creativity at collective level.
The hardware industry is also undergoing in several innovative practices in marketing and supply
chain approaches. Thus Sim' hardware must also used innovative tools to assess the suitable
practices which can enhance the quality of its services.
6. Leadership styles
Leadership style chosen by the management of Sim' hardware critically affect the extent
of creativity. For instance autocratic leaders are focused on results only and thus they do not
prefer involvement of team members in decision making. Such leadership does not broaden the
possibility of creativity. On the other hand in democratic leadership leaders ensure the equal
participation of team members through communication and feedbacks. This type of leadership is
suitable to implement and monitor innovation.
However for generating new ideas transformational leadership is considered as the most
suitable personalised style. In this leadership style employee motivation, goal setting and open
communication is encouraged. Thus it will foster the productive innovations in alignment with
the organisational goals. For instance when leaders use transformational style then employees
feel free to share their ideas. Motivation and open communication inspires employees to adopt
creative practices. Similarly creativity must not compromise the quality. Thus transformational
leadership will also ensure that innovation is profitable for the organisation (Goffin and Mitchell,
2016). It promotes creative thinking and practices within services and operations. As a personal
leadership style transformational approach also allows to value ideas and to have strong vision
which allows optimistic work environment and quick feedback on creativity. It ensures that staff
members of Sim' hardware have positive attitude towards adaptation of creative thinking and
processes.
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7. Challenging and refining own leadership
To support and model innovation personalised style of transformational leadership
requires some refining. For instance to encourage the idea generation and sharing leaders must
be more interactive with team members as in case of democratic style. Thus improved
communication and feedbacks from other team members is necessary method to refine
leadership style. In addition to this transformational style may not be suitable for innovation
implementation. Thus in implementation and monitoring phase leaders must have autocratic
behaviour so that regular improvement and growth in innovation process can be achieved.
8. Risks with innovation
The innovation risks are classified as operational, financial and commercial. The
organisation may not be able to achieve desired financial profits from the innovation. Thus it
may lead to unnecessary expenses or cost to company. If innovation implementation fails to meet
the needs of service users, quality or scheduling requirement or estimated budget then innovation
may not benefit the organisation (Mahmoud-Jouini, Midler and Silberzahn, 2016). There are also
possibilities that despite having success in all other aspect innovation may not attract customers
or success. Thus to eliminate these risk factors proper market and cost research must be
conducted. The feedbacks and assessment of needs must be carried out from staff members and
service users prior to practical implementation of innovation. This can be done by using surveys
or interviews as well so that risk can be identified and minimised.
9. Communicating innovation
The organisation must create a culture in which individuals can easily share their
innovative ideas. This can be done by group discussion, reports or rotation system in which all
staff members are required to think creatively. To capture innovative ideas they must be well
documented and practically possible ideas must be rewarded and stored (Baumann, and et.al.,
2016). These ideas can be shared by regular brainstorming sessions for all team members and
development of transparent and creative innovation zones. The crowdsourcing and time
investment can also be used by the organisation to capture the innovative ideas. The rewards,
appreciation and team shuffling are also effective ways to communicate innovative ideas among
team members.
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10. Fostering communication and team development
Innovative teams and communication along with the consultation can be promoted by
using various approaches. The leaders of Sim' hardware must assure that while making decision
each individual have chance to share their views. The leaders must also have capabilities to
manage conflicts and contradictions in view points of two team members. This approach will
always foster communication and strong teams. The lack of conflict resolution and diversity can
make individual hesitate of under confidence to think creatively. The group discussion, peer
communication and effective channels for interaction is also helpful in achieving communication
and team development goals.
11. Mechanism supporting innovation
At system level Sim' hardware can develop policies for creativity rewards, group
discussion, communication and leadership changes which support the innovation. The ideas must
be appreciated so that employees are encouraged to be innovative in the flexible and creative
work culture. At process level there must be regular monitoring and feedback mechanism so that
it can be assured that implemented creativity is reliable and will give satisfactory outcomes.
Another important mechanism which must be followed by organisation is that there must be
strict control over the innovation management so that creativity is shared and implemented in its
original way without any misleading facts of methods.
12. Innovation as integral part of organisation
In order to make innovation as integral element Sim' hardware must emphasis on
identifying the need and methods to generate innovation. For instance when leaders will promote
open communication with service users and employees then it will generate the creativity needs
and techniques (Mahmoud-Jouini, Midler and Silberzahn, 2016). After generation of ideas
management of Sim' hardware must also develop an culture so that generated ideas can be
filtered and effectively implemented. The feedback and monitoring mechanism within
organisation will foster the creativity within organisational activities. Leaders as well as staff
members must also change their perspective to consider creativity and innovation as essential
dimension of business success.
13. Developing and monitoring processes
Sim' hardware must assure that relevant motivation such as rewards, freedom to share
ideas and creative culture is developed so that ideas can be generated. There must be a well
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framed process so that each shared idea is reviewed and evaluated if it can improve the
operational or functional aspects of organisation. This can be achieved be team or group
discussions. The organisation can use innovation funnel in which a systematic pathway is
adopted to process the creativity and innovative thinking. To monitor the process necessary
feedbacks must be taken to analyse the methods to practically implement it or to improve it so
that it can be used. For minimising risk factors organisation can also interact with feedbacks
from external stakeholders and market surveys so that actual possibilities of the idea can be
analysed.
14. Innovation risks and barriers
Innovation may involve risks such as failure to meet the desired goals and loss of
financial resources, time and brand value. However, Sim' hardware can minimise these risks by
having a more precise analysis of innovation needs and methods. The fear of failure, negative
attitude towards creativity, excessive adherence to rules, making assumptions, time and cost
limitations, over reliance on logics and lack of favourable organisational environment are key
barrier to innovation (Martín-de Castro, 2015). These barriers can be overcome by using
techniques such as motivation, communication, flexibility in rules and behavioural aspect which
foster the development of positive attitude towards creativity.
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