Overcoming Barriers to Innovation

Barriers of Innovation

• Innovation suffers from a lack of shared vision, purpose, or strategy
• Short-term thinking and focus can impede innovation
• Innovation suffers from lack of time, resources, or staff
• Shortage of dedicated "spec time" hinders development of new ideas and opportunities
• If innovation is not articulated as a company-wide commitment then it can be stifled
• Innovation needs ownership by senior leaders
• Leadership expecting immediate payoffs when they are often not realistic
• Innovation is affected from the lack of a systematic innovation process
• Innovation is affected if management incentives are not structured to reward it
• Innovation suffers if there are no reward and recognition programs
• Constantly shifting priorities prevent proper innovation
• Innovation suffers when there is a belief that it is inherently risky
• Internal process focus, rather than external customer focus is detrimental to innovation
• Inadequate understanding of customers is a barrier to innovation

Emerging Technologies in ICT

• Emerging Technologies in ICT are developing or expected to be available within 5–10 years
• These technologies are creating or are expected to create significant social or economic impact

Examples of Emerging Technologies

• Artificial intelligence (AI) and machine learning (ML)
• Blockchain and Web3 technology
• Intelligent automation and robotic process automation (RPA)
• Quantum computing
• Augmented reality (AR)
• Drones and robotics
• 3D printing
• Virtual reality (VR)
• NanoTechnology
• Data, big data infrastructure, storage, inference, applications
• IoT technologies, infrastructure, applications for smart societies
• 4G & 5G Cellular Communications
• Biometrics
• Cloud Computing
• Computer Assisted Translation (CAT)
• Holographic & 4G Optical data storage & imaging
• Quick Response (QR) codes
• Wearable Computing

Impact of Emerging Technologies on Businesses

• Digital Transformation
• Enhanced Customer Experience
• E-Commerce and Online Marketplaces
• Data-Driven Insights
• Automation and Robotics
• Remote Work and Collaboration
• Supply Chain Optimization
• AI and Machine Learning
• Sustainability and Green Technologies
• Disruption and New Business Models
• Cybersecurity and Privacy Concerns
• Ethical and Social Considerations

Process Modeling

• It is a graphical representation of processes that capture, manipulate, store, and distribute data
• It is the representation of a system's processes, workflows, and operations

Characteristics of a Process Model

• Use data flow diagrams (DFD)
• Graphically illustrates movement of data between external entities, processes, and data stores
• Involves utilizing information gathered during requirements determination
• The structure of the data is also modeled in addition to the processes
• Process Modelling involves creating deliverables and outcomes
• Produces a set of coherent, interrelated data-flow diagrams
• Shows a context data-flow diagram (DFD)
• Defines the systems scope
• Allows analysts to understand the current system
• Shows data flows, structure, and functional requirements of a new system

Types of Process Models

• Flowcharts are graphical representations that visually depict the sequence of steps, actions, or processes

Data Flow Diagrams (DFD)

• DFDs represent the flow of data within a system or process
• They are a part of structured analysis and design methods
• Provide a visual way to show how data moves

Business Process Model and Notation (BPMN)

• BPMN is a standardized graphical notation
• Used to represent and document business processes in a visual and easily understandable way
• Provides a common language and symbols for business analysts, process designers, and other stakeholders
• It aids in defining, analyzing, improving, and business processes within an organization

Importance of Process Modeling

• Greater clarity and communication
• Greater efficiency and optimization
• Better decision support
• Better change management
• Greater standardization
• Improved risk management
• Overall Quality Control
• It helps with change management, continuous improvements, onboarding, resource allocation and compliance audits as well as strategic planning

Total Quality Management (TQM)

• 'Total' defines the entire organization, and all parties, departments, and functions are involved
• The system refers to the managerial and technological approaches to obtaining quality requirements and business objectives

Principles of Total Quality Management

• Customer Focus is a principle of TQM

Key takeaways of TQM

• Partnership with Suppliers is key
• Never compromise with quality
• Maintain a service connection with internal customers
• Set Customer-driven standards

Further Principles of Total Quality Management

• Total employee involvement with a focus toward common goals
• Process Centered. A process is a set of steps that takes inputs from suppliers and transforms them into outputs
• Organizations should have an integrated system that provides effective total quality management
• Decision making will be based on known facts and measured data
• A strategic approach to achieving an organization's visions and goals
• Effective Communication is vital
• Continuous Improvement, this includes people, equipment, suppliers, materials and procedures
• Benchmarking involves selection of performance standards

Advantages of Total Quality Management

• Cost Reduction
• Productivity Improvement
• Customer Satisfaction
• Defect Reduction
• Improved employee Morale

Just-in-time (JIT)

• JIT is a philosophy and system for producing or delivering goods or services as needed
• Inventory levels are minimized to near zero
• Aids in reducing cost, improving quality, and maintaining less inventory

Innovation and Organizational Culture Defined

• Innovation is the shared values, beliefs, norms, customs, behaviors, and practices
• It characterizes an organization and guides how its members interact

Key Elements of Organizational Culture

• Values: Fundamental beliefs and principles of organization
• Norms: Unwritten rules and expectations in organization
• Symbols and Artifacts: Visible markers (workplace, dress code)
• Language and Communication: Terminology and communication styles
• Leadership Style: Behaviors and practices of top management

Characteristics of Organizational Culture

• Emphasis on innovation, encouraging bravery and risk-taking
• Attention to detail, with accuracy expectations
• Focus on outcomes and results
• Value people, considering how decisions affect everyone
• Emphasis on teamwork, cooperation, and collaboration

Importance of a Thriving Organizational Culture

• Identity underpinned by culture which contributes to brand image
• Easy onboarding of company's goals and its values
• Ensures employee loyalty
• Gives employees direction with goals and visions

How to Create a Thriving Company Culture:

• Listen to employees to promote honesty and transparency
• Empathize with employees
• Ensure clear communication
• Empower and trust workers

Learning Organization

• These are organizations where people expand their capacity to create desired results
• Organizations where new and expansive patterns of thinking are nurtured or where people learn together

Peter Senge’s Five Disciplines

• Building a Shared Vision
• Systems Thinking
• Mental Models
• Team Learning
• Personal Mastery

Characteristics of Learning Organizations

• Flat organizational structure
• Open communication
• Teamwork
• Empowerment
• Inspired leadership
• Innovation and change
• Shared vision of quality
• Systems approach
• Job satisfaction and commitment
• People-oriented and talent focus
• External focus
• Technology-driven
• Learning opportunities
• Action and results focus
• Customer-orientated