Use The Same Organization Selected For Week 3 Innovation ✓ Solved

Use the same organization selected for the Week 3 Innovation

Use the same organization selected for the Week 3 Innovation/Entrepreneurial Change Annotated Bibliography Assignment. Write a 1,050-word business proposal to the organization's Board of Directors to revitalize the organization through well thought out innovative strategies. Your proposal should include the following: Analysis of the missed opportunities for innovation which have negatively impacted the organization. Description of innovation measurement and reward systems for existing employees. A process for creative problem solving. Description of the implementation and evaluation of innovation. Evaluation of external technology acquisition and implementation processes. Analysis of the organization's ecosystem in terms of innovation. Format your paper consistent with APA guidelines.

Paper For Above Instructions

Executive Summary

This proposal recommends a targeted innovation revival plan for the organization selected in Week 3. The plan addresses missed innovation opportunities, establishes measurable innovation KPIs and reward systems, defines a creative problem-solving process, outlines implementation and evaluation steps, evaluates external technology acquisition, and analyzes the organization’s innovation ecosystem. The plan draws on established innovation theory and best practices to deliver measurable improvements in product agility, employee engagement, and market responsiveness (Tidd & Bessant, 2018; Chesbrough, 2003).

1. Missed Opportunities Analysis

Over the last three years the organization underleveraged digital channels, delayed modularizing product architecture, and neglected partnerships with startups and academic labs. These gaps limited the firm’s ability to respond to disruptive entrants and slowed time-to-market (Christensen, 1997). Specifically, failure to adopt open innovation practices and to pilot adjacent-market business models resulted in lost market share and an erosion of customer perception of innovation leadership (Chesbrough, 2003; Osterwalder & Pigneur, 2010). Internally, rigid stage-gate processes stifled rapid experimentation and learning, increasing opportunity cost for potential innovations (Tidd & Bessant, 2018).

2. Innovation Measurement and Reward Systems

Introduce a balanced scorecard of innovation metrics combining input, process, and outcome measures: percentage of revenue from products launched in the last 3 years, number of validated experiments per quarter, time-to-prototype, customer adoption rates, and employee innovation engagement scores (Amabile, 1996; Tidd & Bessant, 2018). Map metrics to roles so R&D, product, and business units share accountability.

Design a tiered reward system that blends intrinsic and extrinsic motivators: recognition programs (innovation showcases and internal publications), career advancement pathways for innovation contributors, and a variable incentive pool for validated project milestones (Kuvaas, 2006). Non-monetary rewards—time allocation for personal projects, training credits, and cross-functional secondments—help sustain creative motivation (Amabile, 1996).

3. Creative Problem-Solving Process

Adopt a standardized, scalable creative problem-solving framework based on Basadur’s Simplex model and design-thinking principles: (1) Problem-finding: surface unmet customer needs through ethnography and data analysis; (2) Problem-defining: frame challenge statements; (3) Idea generation: facilitated cross-functional ideation; (4) Solution development: rapid prototyping and minimal viable product (MVP) testing; (5) Implementation and scaling: monitor KPIs and institutionalize learnings (Basadur, 1995; Brown, 2009). Embed short, time-boxed experiments and decision gates to reduce risk and accelerate validated learning (Christensen, 1997).

4. Implementation and Evaluation of Innovation

Implementation will follow a phased, agile rollout over 12 months. Phase 1 (0–3 months): create an Innovation Steering Committee, establish KPIs, and pilot two cross-functional sprint teams to tackle high-impact use cases. Phase 2 (4–9 months): scale successful pilots, integrate measurement dashboards, and refine reward structures. Phase 3 (10–12 months): institutionalize processes, transition recurring innovations to business units, and publish an annual innovation report to the Board (Kotter, 1996).

Evaluation will use continuous monitoring (dashboards), quarterly portfolio reviews, and post-launch retrospectives. Use A/B testing and customer cohort analysis for product decisions; use employee surveys and retention metrics to assess cultural impacts. The Steering Committee will report a combined innovation performance score to the Board each quarter (Tidd & Bessant, 2018).

5. External Technology Acquisition and Implementation

Adopt a strategic technology-acquisition process emphasizing fit, speed, and integration capability. Steps: (1) strategic scouting aligned to product roadmaps; (2) proof-of-concept partnerships with clear success criteria; (3) modular integration plans using APIs and containerization to reduce vendor lock-in; (4) knowledge-transfer clauses and joint IP arrangements when necessary (Chesbrough, 2003; Teece, 1986). Use pilot projects to validate ROI and operational readiness before enterprise-wide rollouts, and maintain a vendor sandbox for testing third-party tools.

6. Innovation Ecosystem Analysis

The organization’s ecosystem includes suppliers, customers, universities, startups, and regulators. To strengthen ecosystem advantage, the firm should act as a keystone player—facilitating collaboration, providing common platforms, and curating partner networks to create collective value (Iansiti & Levien, 2004). Tactical steps: launch an open innovation portal for collaboration and IP exchange, establish strategic partnerships with two universities for joint R&D, and create a startup accelerator to source disruptive ideas.

7. Risk Management and Governance

Risk controls include stage-gated funding thresholds, cybersecurity risk assessments for external integrations, and contractual safeguards for IP and data sharing. Governance will balance centralized strategy from the Steering Committee with decentralized execution by empowered sprint teams to preserve speed and accountability (Kotter, 1996).

Conclusion and Request to the Board

This proposal provides a pragmatic, evidence-based roadmap to revitalize the organization through focused innovation governance, measurable incentives, a repeatable creative process, disciplined external technology acquisition, and ecosystem engagement. Expected outcomes over 18 months include 15–25% faster time-to-market for new features, improved employee innovation engagement scores, and the generation of at least two validated revenue-growth initiatives. I request Board approval for an initial budget allocation to stand up the Innovation Steering Committee, pilot two sprint teams, and seed a strategic technology scouting program.

References

• Amabile, T. M. (1996). Creativity in context: Update to the social psychology of creativity. Westview Press.
• Basadur, M. (1995). Simplexity: A unified approach to creative problem solving. The Journal of Creative Behavior, 29(4), 279–294.
• Brown, T. (2009). Change by design: How design thinking creates new alternatives for business and society. Harper Business.
• Chesbrough, H. (2003). Open innovation: The new imperative for creating and profiting from technology. Harvard Business School Press.
• Christensen, C. M. (1997). The innovator's dilemma: When new technologies cause great firms to fail. Harvard Business Review Press.
• Iansiti, M., & Levien, R. (2004). The keystone advantage: What the new dynamics of business ecosystems mean for strategy, innovation, and sustainability. Harvard Business School Press.
• Kotter, J. P. (1996). Leading change. Harvard Business Review Press.
• Kuvaas, B. (2006). Work performance, affective commitment, and work motivation: The roles of pay administration and pay level. Journal of Organizational Behavior, 27(3), 365–385.
• Osterwalder, A., & Pigneur, Y. (2010). Business model generation: A handbook for visionaries, game changers, and challengers. Wiley.
• Teece, D. J. (1986). Profiting from technological innovation: Implications for integration, collaboration, licensing and public policy. Research Policy, 15(6), 285–305.
• Tidd, J., & Bessant, J. (2018). Managing innovation: Integrating technological, market and organizational change (6th ed.). Wiley.