When IBM tried to break the mold of the old line of thinking by simply not dressing in the standard blue suit, there was a measurable response that affected the way people thought about and went about their job. There is a significant amount of evidence that once people within an organization reach a concensus about a new procedure, process or product, that much of the organization's energy shifts away from being innovative and creative and toward a more bureacratic form of organization which focuses on making things happen. I believe that 3M still allows its engineers a certain amount of discretionary time to 'be innovative'. It is my argument that since innovation is so complex, we must define our terms and conditions before we talk about innovation. While we surely want to develop general statements about innovation, the secret of understanding also involves first understanding the component parts and characteristics of innovation.
Ideas give rise to mission, to strategy, and then to action.
The successful organization is successful not just because of what it does or produces, but because people in the organization thought about applying new ideas to an existing problem or applying well established ideas to a new set of cMINTumstances. Darius Mahdjoubi A couple of weeks ago a pal raised an interesting questionregarding the measurement of innovation in the businesses. I would like to forward some comments on this topic. So one canlogically conclude that, based on the existing methodologies, weare far from being able to properly measure innovation. In this model, the number ofpatent is the proxy indicator for innovation.