A642.3.3.RB_SchreterPaul

            There are a number of lessons to be learned in this weeks reading. Each lesson is something that I will be able to take back with me when I’m in such a position to implement such lessons. The three lessons learned include delegating to lower levels, developing a purpose, and finally consulting with the mavericks.

The first lesson learned was that organizations should delegate to the lower levels of the organization. It is said that “there are good reasons for delegating organic growth to the operating units: They are closer to the front line and so are well positioned to spot opportunities.” (Favaro, Meer, & Sharma, 2012) High-level strategic leaders can often be disconnected with the day-to-day operations of those at the lowest level. It’s the people that are doing the work day in and day out that see where improvements can be made and as such should be given the authority to make such improvements. The idea is to take on a bottom up approach, which is to get “more people involved who are lower down in the traditional hierarchy. There are front-line employees who are well placed to find problem-insights and be motivated to find solutions.” (McKeown, 2014) By involving people at the bottom, the overall organizational brain increases in size.

The second lesson learned was to develop a purpose. Hirotaka Takeuchi, a management professor at Harvard Business School, brings up that “Purpose is at the essence of why firms exists. There is nothing mushy about it—it is pure strategy.” (Safian, 2014) Having a purpose is what brings people and the organization to life and is what brings them together. Yukl brings up the idea that “the appeal of a vision depends on its ideological content as well as on its relevance for the challenges facing the organization. If the vision embodies shared values and ideals for most members of the organization, it is more likely to elicit their commitment.” (Yukl, 2013) The term purpose and vision are rather synonymous with each other, so Yukl’s point holds true. When members can take hold of an idea, a vision, and a purpose, dedication and loyalty will follow.

Finally the last lesson learned is that to discover true, useful innovation to first get with the mavericks of the organization. This ties into this week’s class discussion question, “how can organizations ensure that new ideas are embraced by the market place?” A maverick can be defined as someone who “challenge conventions and intentionally break with traditions. But they are interested in the overall well-being of the group.” (McKeown, 2014) The mavericks on the front lines are the ones that can really help the organization, even if it appears that they break direct orders. Geoffrey Moore brings up the idea that in order to implement an innovative new product into the market that you must first appeal to the innovators and early adopters first. (Moore, 1991) The idea is that if the majority of the market can see that this idea works, and then they’ll adopt it. If the mavericks believe in a solution, so will the rest of the market. If the mavericks discard the idea, then perhaps it wasn’t really that useful.

The three lessons learned include influencing successful innovation by delegating to lower levels of the organization, developing a vision and purpose, and finally to consult with the mavericks and gain their approval. By taking these lessons I will better be equipped to create and foster innovation within my control of the organization. I hope to be able to take this and universally apply it for all situations.

References

Favaro, K., Meer, D., & Sharma, S. (2012). Creating an Organic Growth Machine. Retrieved 2015, from Harvard Business Review: https://hbr.org/2012/05/creating-an-organic-growth-machine

McKeown, M. (2014). The Innovation Book. London: Pearson.

Moore, G. (1991). Crossing the Chasm. Harper Business Essentials.

Safian, R. (2014). Find your Mission. Fast Company .

Yukl, G. (2013). Leadership in Organizations. New Jersey: Pearson.