SYLLK Model: An Evaluation of Custom Innovation Co. Report

This report provides an evaluation of Custom Innovation Co., a tailoring company employing technology for innovation, focusing on its success factors and barriers. It analyzes the company's operations through the lens of the SYLLK model, which comprises social, technological, process, culture, learning, and infrastructure elements. The analysis reveals that while Custom Innovation excels in technological innovation, it has not fully incorporated the social aspect of the SYLLK model. The report identifies barriers such as inadequate funding, recycling issues, lack of customer centrality, and resource allocation problems. The study recommends that the company enhances its social interactions to mitigate these challenges and improve its overall innovation strategy. The report also examines enablers such as organization culture, leadership, continuous strategic review, collaboration, and adequate resources. The report concludes with recommendations for the company to improve its innovation process.

SYLLK MODEL: AN EVALUATION OF CUSTOM INNOVATION CO. 1
SYLLK Model: An Evaluation of Custom Innovation Co.
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SYLLK MODEL: AN EVALUATION OF CUSTOM INNOVATION CO. 2
Executive 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 approach
to 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 been
determined. The SYLLK model has six components, which interact to ensure a successful
innovation. These features include social, technological, Process, culture, learning and
infrastructure. 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 a
significant finding in this report. Therefore, in this report, it has been recommended that the
company should venture into social activities and interactions to solve most of the barriers it
faces when implementing its innovative ideas. The barriers identified in this report are
inadequate funds, problems in recycling textile, lack of customer centrality and improper
allocation of resources.

SYLLK MODEL: AN EVALUATION OF CUSTOM INNOVATION CO. 3
Table of Contents
Executive summary.........................................................................................................................2
Introduction....................................................................................................................................4
Enablers of innovation..................................................................................................................4
Supporting organization culture and design...........................................................................4
Leadership driving the innovation...........................................................................................5
Continuous strategic review......................................................................................................6
Collaboration..............................................................................................................................6
Adequate resources....................................................................................................................7
Barriers to innovation...................................................................................................................7
Inadequate funds........................................................................................................................7
Lack of customer centrality......................................................................................................7
Recycling of textiles is problematic..........................................................................................8
Improper allocation of resources..............................................................................................8
SYLLK Model................................................................................................................................8
Cultural system..........................................................................................................................9
Technological system.................................................................................................................9
Infrastructure.............................................................................................................................9
Process.........................................................................................................................................9
Social System............................................................................................................................10
The relationship between the elements of the SYLLK Model.................................................10
Findings........................................................................................................................................11
Conclusion....................................................................................................................................11
Recommendations........................................................................................................................11
References.....................................................................................................................................12

SYLLK MODEL: AN EVALUATION OF CUSTOM INNOVATION CO. 4
Introduction
Founded by Fisher and McLaughlin Custom Innovation Company has continued to
venture into technology as its primary competitive strategy, (Cusom Innovation, 2017). Custom
Innovation is a tailoring company based in Melbourne, Australia that makes fashion designs for
both women and men’s wear, (The Australian, 2017). The company has developed a 3D
scanning technology that it uses to determine the sizes of its customer’s wears. This has made it
possible for its consultants to use handheld scanning devices to determine the sizes of their
customers negating the necessity for a real estate. The high technology adopted by this firm has
enabled it to process customer orders quicker than other companies who are still using traditional
methods to determine customer sizes and later on carryout manual fitting of clothes, (Australia
Unlimited, 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 may
enable innovation, (Janakova, 2012, p. 96). However rigid organization structures may be a
barrier 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, then
innovation may be easy to implement. However, employees who have developed a culture of
resistance to change may hinder innovation.

SYLLK MODEL: AN EVALUATION OF CUSTOM INNOVATION CO. 5
In the case of Custom Innovation, the company developed a culture of innovation,
through its two co-founders, Fisher and McLaughlin, (The Australian, 2017). They believed that
the fashion and fitting industry could only be changed by coming up with technologically
advanced ways of operation. They, therefore, tried to change from using the traditional fitting
mechanisms and introduced the 3D scanning technology into their operations. They also have
handheld scanners used by their customers to scan for sizes of customer’s clothes at their homes
and offices, (The Australian, 2017).
Leadership driving the innovation.
Leadership refers to making others to carry out activities through inspiring, motivating
and encouraging them, (Kotey & Sorensen, 2014, p. 96). Whenever a company’s leader exhibits
transformational leadership, then innovation may be possible. However, transactional leadership
style is more of management than leadership, (Sandberg & Aarikka-Stenroos, 2014, p. 1294). If
a leader adopts transactional leadership, the status quo may be maintained hence inhibiting
innovation.
Good leadership at Custom Innovation is a significant contributor to its innovations. In
2017, the company introduced the 3D scanning device through the help of its two leaders, Fisher
and McLaughlin, (Custom Innovation, 2017). The two leaders can be classified as
transformational leaders as they have always been dedicated to innovation. They have also
launched an Auto size technology, which scans the customers’ sizes from over 70000 orders,
(Cutsom Innovation, 2017). The leaders have also developed a project which will see them
invent a mobile scanning app, for their customers to scan themselves.

SYLLK MODEL: AN EVALUATION OF CUSTOM INNOVATION CO. 6
Continuous strategic review.
This is the ability of an enterprise never to settle, but always to review its strategic
approaches. It enables a company to develop a steadfast determination in ensuring accurate
operation, survival, and sustainability of an enterprise. A strategic business review may entail
altering the business model to allow for change.
Custom Innovation has never stagnated in its strategies. Every year, the company comes
up with new technology. It formed the Auto size app which enabled them to scan through a list
of data of over 70000 orders to approximate customer sizes including height and waist. The
company then developed the 3D scanning technology in early 2017. It still plans to develop a
mobile scanning app in late 2017 to make its operations more efficient, (The Australian, 2017).
Collaboration
Collaboration refers to cooperation between parties. Firms should cooperate both external
and internal stakeholders, teams and divisions, to improve its operations, (Sisodiya et al., 2013,
p. 836). Custom Innovations is divided into two businesses. Tailors Mark and Tech Fit. Tech Fit
is a B2B cloud-based licensing enterprise which focuses mainly on providing world-class
technology solutions to the fashion industry, (Australia Unlimited, 2017). Tailors Mark, on the
other hand, offers world-class tailored products like shirts chinos suits and other accessories,
(Australia Unlimited, 2017). The collaboration between these two businesses makes the
company more innovative as it can handle more orders as compared to other single enterprises.
Adequate resources.
Resources may be classified as physical, technological, human and economic. Human
resources are the employees in an organization, (Camps & Marques, 2014, p. 325). Technical
resources are the computer systems, software's and advanced operational machines in a firm,

SYLLK MODEL: AN EVALUATION OF CUSTOM INNOVATION CO. 7
while the physical resources are the tangible objects available in an enterprise such as buildings,
tools, and structures, (Camps & Marques, 2014, p. 325).
Through collaboration, Custom Innovation has been able to obtain different technology
resources. For instance, Tech Fit, provides the company with an online platform where it can sell
its clothes while Tailors Mark, has the necessary equipment to manufacture shirts, suits chinos
and other accessories, (Custom Innovation, 2017). The company has a group of consultants who
are qualified to determine customer sizes and develop the right fittings for manufacturing.
Barriers to innovation.
Inadequate funds.
Innovation is an expensive process because it involves an extensive research. For
instance, Creative Innovations has engaged in active research through its partnerships with the
University of Sydney. However, an inadequate fund is a significant problem faced by this
company. For instance, on its website, the co-founder, Fisher, has stated that they have a lot of
innovative ideas, but raising funds has always been a grueling process for them.
Lack of customer centrality.
Lack of customer focus is a significant cause of innovation and business failure because a
firm may invest more money in doing research and trying to understand its customers at the
expense of change (Camps & Marques, 2014, p. p. 326). Although Custom Innovation has
developed technological ways of establishing customer fittings, the Auto size app may not be
accurate in its estimations. The app may also not address individual and unique needs of
customers. Furthermore, it only analyses data of 70000 historical orders which may be
misleading.

SYLLK MODEL: AN EVALUATION OF CUSTOM INNOVATION CO. 8
Recycling of textiles is problematic.
Recycling is an innovative way of obtaining raw materials, (Sisodiya et al., 2013, p. 838).
However, due to the nature of textiles, Custom Innovation has been unable to create a technology
that can enable it to recycle old clothes.
Improper allocation of resources.
Businesses may experience an inherent difficulty in balancing resources required for
business model innovation and future returns and the current core objective of the company. This
acts as a barrier to change as the resources allocated to innovation may be inadequate. Due to
insufficient funds, Custom Innovation has continued to face a problem in fund allocation. It has
also not been able to raise enough funds for its innovative objectives.
SYLLK Model
The human body may be used as a metaphor for an organization. The human body entails
various systems like the skeletal system, nervous system, respiratory system and lymphatic
system which work together to enable the body to function correctly, (Duffield, 2016, p. 267).
The SYLLK model also views an organization as a system with interrelated subsystems. The
elements of the SYLLK model include culture, learning, social network, technology, process,
and infrastructure, (Duffield & Whitty, 2016, p. 429). These six elements must work together for
an organization to achieve as successful innovation.
Cultural system.
Culture mainly entails the norms, values, and beliefs existing in a particular organization,
(Duffield & Whitty, 2015, p. 312). This element closely relates to supporting organization
culture and design, which is a crucial enabler of Custom Innovation’s success in innovation.
Custom Innovation has always fostered a culture of innovation throughout its operations. For

SYLLK MODEL: AN EVALUATION OF CUSTOM INNOVATION CO. 9
instance, its two co-founders, Fisher and McLaughlin, were dedicated to changing the way
tailoring companies operate, by introducing technology into the industry.
Technological system.
Technology may refer to the tools and equipment that are used by a firm to accomplish its
manufacturing objectives, (Duffield & Whitty, 2016, p. 428). This element relates closely to
adequate resources, which is a determinant of Custom Innovation's success. The company has
sufficient resources regarding technology such ad 3D scanners which it uses to ensure efficiency
of its operations. The company is also dedicated to establishing a mobile app in late 2017 to
allow its customers to scan themselves.
Infrastructure.
Infrastructure consists of the buildings, utilities, spaces, equipment and tools in a firm,
(Duffield & Whitty, 2015, p. 315). Adequate infrastructure aids innovation. The company is
divided into two businesses, Tailors Mark who has the right machines to manufacture and
distribute the clothes and Tec Fit which provides the proper technological infrastructure, such an
online platform for marketing the clothes, (Custom Innovation, 2017).
Process.
The process can be defined as a sequence of events, (Duffield, 2016, p. 268). Innovation
is a process, whereby all the tasks are interdependent. This aspect is related to leadership which
is a crucial success factor of Custom Innovation because it is the leaders who make significant
decisions relating to the innovation process. In Custom Innovation, the customers make orders
which are then measured using the Handheld scanning devices; the measurements are run
through the Auto size app to generate the right specifications, (The Australian, 2017). The

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specifications are sent to Thailand for manufacture. After manufacturing, the designer clothes are
delivered to the clients.
Social System.
The social system refers to the way people interact with the organization. For instance, it
may include division of labor, language, and events in the firm, (Duffield, 2016, p. 270). In
Custom Innovation, this aspect is not well-developed. The social system requires companies to at
least organize social events, where the employees can interact with other firms and partners to
get innovative ideas. Social interactions may be coordinated through workshops, company visits,
celebrations, and sports. Therefore, although the company has remained innovative, the social
element of the SYLLK model is not yet well-developed.
The relationship between the elements of the SYLLK Model.
The six elements of the SYLLK model are closely interrelated. For instance, Learning
must be done through a well-laid down procedure, (Duffield & Whitty, 2015, p. 318). For
example with Custom innovation, it is conducted through research at the University of Sydney.
There must be an established process of learning. Learning can be done through social
interactions in workshops, meetings, and sports. In Custom Innovation, learning is done at the
University of Sydney by the researchers. An organization must create a culture of learning to
avert any opposition from the employees. Whenever an enterprise introduces any form of
technology, the employees must be trained on how to use it. For instance, the consultants in
Custom innovations help in supporting the use of the handheld scanners. The organization must
then develop an appropriate physical infrastructure to support the technology use.

SYLLK MODEL: AN EVALUATION OF CUSTOM INNOVATION CO. 11
Findings
After doing the above analysis, I have found out that Custom Innovation uses five
elements of the SYLLK model to achieve its innovative model. However, the company has not
ventured on the social element of the model as it has not ventured on social events as a way of
obtaining innovative ideas.
Social events are major platforms for receiving innovative ideas. These platforms may
include sports, committee meetings, workshops and company visits.
Conclusion
In a nutshell, Custom Innovation has majored in innovation as its primary competitive
strategy. This has been enabled by different success factors which include, adequate resources,
competent leadership, proper organization culture, collaboration and strategic review. However,
the company has been faced with several barriers such as inadequate funds, impossibility to
recycle textiles, difficulty in resource allocation and lack of customer centrality.
Recommendations.
The company should venture into the social element of the SYLLK model to be more
innovative. It should organize workshops, industry visits, sports and competitions where the staff
members can meet employees from other firms and gain new creative ideas. Through social
interactions, the company may find solutions to some barriers to innovation such as inadequate
funds as it may lobby financial institutions for loans and lack of customer centrality through
consulting customers on their interests.

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References
Acemoglu, D., Akcigit, U. & Celik, M.A., 2014. Young, Restless and Creative: Openness to
Disruption and Creative Innovations (No. w19894). National Bureau of Economic Research. P.
18-100
Australia Unlimited, 2017. Australia Unlimited Corporation. [Online]
Available at: https://www.australiaunlimited.com/business/tailorsmark
[Accessed 22 October 2017].
Camps, S. & Marques, P., 2014. Exploring how Social Capital facilitates Innovation: The Role
of Innovation Enablers. Technological Forecasting and Social Change, 88, pp.325-348.
Custom Innovation, 2017. Global Fashion E-commerce Disruption. [Online]
Available at: http://www.custominnovation.co/
[Accessed 22 October 2017].
Davila, T., Epstein, M. & Shelton, R., 2012. Making Innovation Work: How to manage it,
Measure it, and Profit from it. FT Press. P. 17- 86
Duffield, S. M., 2016. Application of the Syllk Model Wiring an Organisation for the Capability
of an Online Community of Practice. VINE Journal of Information and Knowledge Management
Systems, 46(2), pp. 267-294.
Duffield, S. & Whitty, S. J., 2015. Developing a Systemic Lessons Learned Knowledge Model
for Organizational Learning through Projects. International Journal of Project Management.,
33(2), pp. 311-324.