Entrepreneurship and Innovation Model Responsibility

Question: Discuss about the Entrepreneurship and Innovation Model Responsibility. Answer: Introduction: Critical evaluation of the organisational culture, facilitating the innovation process: From the article mentioned in Annexure B, it has been identified that the majority of the organisations has surrounded the process orientation with the innovation process. Considering the example of BMW, it is clear that the brand is incubating and investing more in the innovative practices. The organisational culture is flexible and moreover participative. Eventually, the increased employee engagement has helped the brand keeping close supervision of the market changes. In the words of Burger-Helmchen and Llerena (2008), the market observation and flexible organisational culture have helped the brand BMW spotting innovations at the outset and employing disruptive innovation within the RD segment. Past literature also indicates that change increases the brand sustainability on a large scale in the global environment (Gupta, 2011). Eventually, the brand competitiveness increases. The structural approach and profound organisational culture are considered as superior elements to achieve the aim of putting the organisations directly in touch with the innovation outside the firm as well. On the other hand, Agarwal and Ansell (2016) also mentioned that the entrepreneurs have started prizing the innovation to produce greater motivation for delivering higher innovative services as well. For example, the innovation contests of PwC and Amazon is aimed to combine the Power Pitch and Start-up Challenge, seeking to create greater innovation and deliver it to the global mass. The core cultural approach to successful change is as follows: Organisations are surrounding themselves with the greater innovative practices Increasing the expenditure, time and space to the innovation Prizing or rewarding the innovation to increase the motivation The BMW physically locates the innovation centres in Silicon Valley because the gold rush-infused entrepreneurial culture would execute a positive impact on the change efforts. Considering the fact, Kock and Georg Gemnden (2016) stated that the brand BMW also provides adequate time and space to the innovation parameter. The staffs are given sufficient time to work potentially on the innovation projects beyond the day-to-day activities. It is considered as a part of the organisational culture, which is called integrated and innovative corporate culture. As a consequence, several real innovations have come up to the firm. Supporting to this fact, Kanama and Nishikawa (2015) stated that incubating and investing more in the innovation practice have boosted staff motivation and the enabled the firm retaining top talents within the enterprise as well. Finally, the flexible allowance to choose own projects and contribute effectively to that project has allowed the BMW to deliver innovative creations within the workforce. Analyse the strategic approach of Huawei Company Oman in innovation management, including the organisational culture and the role of the individuals in the process and recommendations to improve a companys innovation management: Innovation Management: The change management of Huawei Company Oman is conducted by developing the meta-modelling capabilities. The firm focuses on the not invented till now innovation practices. It has been identified that the innovativeness is done through pushing the entrepreneurial thinking and places into the areas it is mostly needed (Kock and Georg Gemnden, 2016). The firm also combines the strategic thinking with the practice models that is needed for producing innovative products and services. Also, the innovation management process is driven by the dynamic and query based reporting system, which helps the firm identifying the discrepancies between the project elements (Laforet, 2016). The innovation in information and communication technology (ICT) is done through strategic actions. Organisational culture: A collaborative work culture is followed while managing the corporate innovation. Employees are asked to identify the changing needs of the telecom user, and the technical insights are chosen by the management. Also, Li (2011) stated that the employees are also engaged in the innovative decision making process. The management makes a periodic review of the innovation and communicates to individual employees regarding any gaps or discrepancies. The pan-original Omani innovation in the ICT has followed the instructions provided by the General Manager Tony Luo. Role of individual employee: Employees contribute only 5% of the monthly working hours in the innovation process. Employees are also entitled in the adaptive technology practice group to improve the innovative thinking within the workforce. Also, the test innovation approach is followed by every employee working on the RD segment of the Huawei Company. On the contrary, the employees are not entitled to choose the own project for the innovation management of the firm. Recommendations with justification: To improve the current innovation practices, the company needs to invest more in the novelty. Every employee needs to be rewarded to enhance the motivation among the employees. Also, Miller III et al. (2011) stated that the large organisations try to surround the process with the innovation parameter. Thus, the Huawei Company can also employ an adequate learning session from the outside vendors to improve the efficacy of the innovation practices (Zain and Shukor, 2011). This strategy would help the firm increasing the commitment towards the novelty. Finally, time contribution and space needs to be revised (at least 15%) to enhance the volume of the innovation practices. The investment alone might not be able to generate potential innovation interests among the employees (Pavie and Egal, 2010). The creation of right task management and freedom to choose own project can act as the real garage, where every employee can try to contribute a lump sum to meet the innovation. Designing an innovation plan: Huawei Company Plan for Creating and/or Sustaining an Innovative Environment Strategy Program Activities Task Resource Allocation 1. Strategy 1 Surrounding the operational activities with the Innovation Innovation portfolio management Assessing the contents of the innovation portfolio to identify whether a right balance of incremental and breakthrough project exists or not. CEO, HR manager, employee, laboratory. Integrated hardware and software system with an ERP facility, Innovation development To check the right balance between the innovation development and the market development in the similar industry CEO, Audit manager, Marketing manager and employee Innovation metrics and reward The innovation metrics need to be used throughout every stage of the innovation process. In addition, the matrices need to be aligned with the reward management strategy. CEO, Effective network communication system, with data terminal equipment (DTE) Employees and HR Manager 2. Strategy 2 Providing time and space to the innovation Allowing employees to contribute 15% of the scheduled work time every day on the innovation practices The staffs can be asked to contribute beyond the operational activities as a part of the innovation week. CEO, Employees of RD team and HR manager Modifying the infrastructure to support the employees completing the research activities The CEO and the management need to design a proper research and development framework and adequate space would be required to employ more workers within the product innovation process. CEO, Finance manager, HR manager and RD in charge In addition, fixed asset and other monetary assets would be required. 3. Strategy 3 Investing more into the research and development unit Employing $30 million in the innovation activities The RD and Finance manager need to create a framework for the investment on innovation and its return on investment (ROI) CEO, RD and Finance manager. In addition, shareholders investment would also be required to allocate the financial resource with the respective departments. Outside vendors can be hired with a budget of $5 million for improving the technical and functional skills of the employees. Strategic communication needs to be done by the employees to identify the gaps of the knowledge. Eventually, potential vendor can be hired to improve the skill set of the respective domains. CEO, Training manager, HR manager, employees change agents. Recommendations: Aligning the business strategy with the innovation parameter Innovation culture needs to be incorporated within the operational process Accelerating creativity within the workforce by employing potential reward management scheme Building an open innovation among the workforce Establishing a collaborative team work among the RD employees Investing more on building physical workplace for the innovation Analysis of strategy 1: The above metrics indicates that the current operational activities need to be surrounded with the innovation practices. In this regards, Phillips (2009) stated that effective engagement of the CEO and the HR manager would be necessary to deliver a successful alignment of the innovation portfolio. Thus, the metric includes resource allocation like technology specifications along with the potential employees. On the other hand, the innovation development would require allocation of resources like CEO, audit and marketing manager along with the employees. The gaps in the innovation process could be identified by the auditors, and the strategic actions can be improved by the Huawei Company. To make the change successful, it is recommended to implement a communication network system, which could improve the communication efficacy of the employees working in the RD team (Pavie and Egal, 2010). Analysis of strategy 2: Like the world-class innovative organisations, the CEO of the Huawei Company needs to allow employees to contribute 15% of the scheduled work timing in the innovation process. In this context, the employees of RD team and HR manager can be considered potential resources. According to Laforet (2016), the resource-based view can be applied to the current organisations, as it provides the application of a bundle of tangible and intangible resources at the firms disposal. Therefore, the staffs and the HR manager can plan innovation strategy considering the accountability on the operational activities. On the other hand, Schulman (2015) stated that a successful change requires potential infrastructure to support the research activities. Thus, the collaboration of the finance manager and HR manager is required to poetically run the change process. Thus, the resource allocation would include tangible and intangible asset, employees and other fixed assets of the firm. Analysis of strategy 3: A significant investment of the shareholders would be required to deliver a unique framework for the innovation parameter. Thus, the CEO, shareholders, finance manager and the employees would be the prime resources to which the strategic intervention will be applied. Also, Kock and Georg Gemnden (2016) stated that a potential investment in the RD activities such as $30 million would be required to improve the current innovation process. Stankovic and Djukic (2015) also stated that hiring outside training vendor would be fruitful to improve the current employee efficacy towards the organisational process. Therefore, the current metric includes an investment of %5 million yearly for the training vendor recruitment. Eventually, the overall innovation will be increased, and the Huawei Company could experience higher sustainability in the global market. References: Agarwal, R. and Ansell, J. (2016) Strategic change in enterprise risk management, Strategic Change, 25(4), pp. 427439 Burger-Helmchen, T. and Llerena, P. (2008) A case study of a creative start-up: Governance, communities and knowledge management, Journal of Innovation Economics, 2(2), p. 125. Gupta, B. (2011) Organisational culture and creative behaviour: Moderating role of creative style preference, International Journal of Innovation and Learning, 10(4), p. 429. Kanama, D. and Nishikawa, K. (2015) Does an extrinsic reward for RD employees enhance innovation outcomes? Evidence from a Japanese innovation survey, RD Management, 1(5), pp. 1220 Kock, A. and Georg Gemnden, H. (2016) Antecedents to decision-making quality and agility in innovation portfolio management,Journal of Product Innovation Management, 2, pp. 2036 Laforet, S. (2016) Effects of organisational culture on organisational innovation performance in family firms, Journal of Small Business and Enterprise Development, 23(2), pp. 379407. Li, J. (2011) Rethinking international and global strategy, Global Strategy Journal, 1(3-4), pp. 275278 Miller III, T., Walsh, S., Hollar, S., Rideout, E. and Pittman, B. (2011) Engineering and innovation: An Immersive start-up experience, Computer, 44(4), pp. 3846. Pavie, X. and Egal, J. (2010) Christensens innovation model and responsibility: The issue of integrating responsibility in a disruptive innovation model, Projectics / Proyctica / Projectique, 6(3), p. 69. Phillips, J. (2009) Defining your innovation model: 10 facets of innovation, International Journal of Innovation Science, 1(1), pp. 112. Schulman, E. (2015) More debt is not the answer,The Journal of Investing, 24(3), pp. 102106 Stankovic, L. and Djukic, S. (2015) Strategic innovation portfolio management,Marketing, 46(4), pp. 252262 Zain, Z.M. and Shukor, N.A. (2011) Content development experience of a start-up university, International Journal of Quality and Innovation, 1(3), pp. 252