The Idea-Driven Organization

111 pages. Temps de lecture estimé 1h23min.
In their much-anticipated sequel to the bestseller Ideas Are Free (over 50,000 copies sold), Alan Robinson and Dean Schroeder explain that employee ideas are no longer a “nice-to-have” but rather the very lifeblood of competitiveness, culture, and strategy. Their new book shows how to align every part of the organization around generating and implementing ideas at the front line.Too many organizations are overlooking, or even suppressing, their single most powerful source of growth and innovation. And it's right under their noses. The frontline employees who interact directly with your customers, make your products, and provide your services have unparalleled insights into where problems exist and what improvements and new offerings would have the most impact.In this follow-up to their bestseller Ideas Are Free, Alan G. Robinson and Dean M. Schroeder show how to align every part of an organization around generating and implementing employee ideas and offer dozens of examples of what a tremendous competitive advantage this can offer. Their advice will enable leaders to build organizations capable of implementing 20, 50, or even 100 ideas per employee per year. Citing organizations from around the world, they explain what's needed to put together a management team that can lead the type of organization that embraces grassroots ideas and describe the strategies, policies, and practices that enable them. They detail exactly how high-performing idea processes work and how to design one for your organization. There's constant pressure today to do more with less. But cutting wages and benefits and pushing people to work harder with fewer resources can go only so far. Ironically, the best solution resides with the very people who have been bearing the brunt of these measures. With Robinson and Schroeder's advice, you can unleash a constant stream of great ideas that will strengthen every facet of your organization. PREFACE: CHAPTER 1: the Power in front-line ideasThe Clarion-Stockholm HotelThe Impact of Front-Line Ideas: The 80/20 PrincipleCreating an Idea-Driven OrganizationWhy Are Idea-Driven Organizations So Rare?Realigning the Organization for IdeasEffective Idea ProcessesGetting More and Better IdeasIdea Systems and InnovativenessCHAPTER 2: A DIFFERENT KIND OF LEADERSHIPWhy Leaders Are Often Blind to Front-line IdeasFighting BackKey PointsCHAPTER 3: ALIGNING THE ORGANIZATION TO BE IDEA-DRIVEN: STRATEGY, STRUCTURE AND GOALSStrategy and Goal AlignmentStructuring For IdeasKey PointsCHAPTER 4: ALIGNING THE ORGANIZATION TO BE IDEA-DRIVEN: MANAGEMENT SYSTEMSBudgeting and Resourcing the Idea ProcessAligning Policies and RulesAligning Processes and ProceduresAligning Evaluation and Reward SystemsConclusionKey PointsCHAPTER 5: HOW EFFECTIVE IDEA PROCESSES WORKThe Kaizen Teian ProcessTeam-Based ProcessesFacilitationEscalationThe Electronic Suggestion Box TrapKey PointsCHAPTER 6: IMPLEMENTing A HIGH-PERFORMING IDEA SYSTEMStep 1. Ensure The Leadership Understands That A High-Performing Idea System Is A Long-Term Initiative To Create Significant Strategic CapabilitiesStep 2. Form and train the team that will design and implement the systemStep 3. Assess the organization from an idea-management perspectiveStep 4. Design the idea systemStep 5. Start correcting misalignmentsStep 6. Conduct a pilot testStep 7. Assess the pilot results, make adjustments, and prepare for the launchStep 8. Roll out the system organization-wideStep 9. Continue to improve the system.Key PointsCHAPTER 7: HOW TO GET MORE AND BETTER IDEASProblem-FindingCreating a Problem-Sensitive OrganizationKey PointsCHAPTER 8: FRONT-LINE IDEAS AND INNOVATIONInnovations Often Need Front-Line Ideas to WorkFront-line Ideas Create Capabilities That Enable InnovationsFront-line Ideas Can Transform Routine Innovations into Major BreakthroughsFront-Line Ideas Can Open Up New Opportunities for InnovationSetting Up an Idea System Removes Many of the Barriers to InnovationBringing It All TogetherConclusionKey PointsNotesAcknowledgmentsIndexAbout the Authors