Change processes in Company
With my colleague, Katharina Daniels, I conducted an interview about change management in the company and the necessary processes a few months ago: about managers, who become the curating gardener from the general. Less control is almost the condition for innovation.
"Synnovation" now describes the paradigm shift from rigid, well-planned processes to "allowing the random". Innovations, according to the authors, arise between staged disruption and controlled chance. The era of synnovation has begun.
Innovation of the future = management of chance
The title "Synnovation" derives from the growing importance of networking different sources of knowledge. Because the call for (real) innovations is getting louder. They are seen as a guarantee for more competitiveness and business success in the future.
The term innovation therefore ranks high on the agendas of leading companies. How do innovations develop? How do companies manage the chance to become more innovative and inspire their customers?
Rethinking innovation processes
In companies, a change of thinking can be observed in the development of innovation - away from foreclosed insellations towards a process that promotes free, innovative thinking.
Collaborative multi-stakeholder processes - including dialogues with a wide range of stakeholders from different sectors and areas of knowledge - are becoming increasingly popular.
Through crowdsourcing recognize customer interests at an early stage
There is, of course, another technical term: crowdsourcing. You use the swarming intelligence of many to gain ideas that you would never have come up with - and to achieve real innovation.
The advantages of these processes are obvious: customer perspectives can be detected and integrated at an early stage. The know-how from other branches of industry and knowledge disciplines not only allows you to look beyond the famous, but also bring new knowledge into circulation
Synnovation = networking of different knowledge disciplines
Synnovation therefore essentially describes a new culture of innovation, in which the new no longer arises primarily from a narrowed-down acceleration, control or overcoming fantasy. "Innovation loses its techno-centric orientation," say the authors.
The place of "engineering innovation" is replaced by a systemic art of innovation that is multi-layered and multi-dimensional. Innovations thus derive their "ingenious" moment from the synthesis, from the creative re-combination of already existing elements that can be intelligently applied to new uses.
Networking-oriented office design
But with which methods and approaches can companies try to open up the issue of innovation in a new, synnovative way? This includes the intelligent design of work processes such as an office architecture designed for networking.
Even the chance meeting with a colleague in the hallway can offer a great added value if this encounter proves that one is dealing with similar questions.
Flexible work increases sales?
Recently, I got information about a study that could have made me laugh out loud: because it was said, there is flexibility, so the productivity and thus the turnover in companies.
Reason for joy?
Hooray! The argument to finally introduce everywhere flexible working hours. But stop, stop: It's not that easy! What the study clearly shows, however, is that the Germans are not exactly the most innovative.
Regus sells workplace solutions worldwide and in this context always likes to ask its international customers - with interesting results. This time, Regus 16.000 interviewed executives from various companies in 88 countries about their work habits.
Germans are far behind in terms of working flexibility
For example, 43 percent of German interviewees said they are more inspired and motivated thanks to flexible work patterns, and 35 percent feel healthier as a result. 72 percent of all surveyed worldwide see a direct link between flexible working hours models and increased productivity.
What is noticeable in this context: In China, 90 percent see this relationship, in Germany only 59 percent. At all, the Germans are in the back seat in quite a number of aspects when it comes to flexible working. Only when it comes to saving the question of whether more freelancers will be hired in the next few years, they are suddenly behind Mexico and India on 3.
Further survey results from Germany are:
- 63 percent of respondents said they are working more on the road than before.
- 35 percent of the interviewees confirmed that the employees of their company feel more healthy than before thanks to flexible working models.
- In smaller companies, flexible working models are more likely to be implemented than in larger companies. Here, 75 percent of employees stated that their company is more flexible than before, whereas only 60 percent of employees in larger companies reported this.
Methodology error in sales
So far, the study is also very nice and helpful, if one is to compare, for example, the international attitude of executives to flexible working time models. But then the authors make a serious mistake: They simply ask the companies about the sales profits.
And they are also allegedly present - makes sense somehow: more productivity, more sales - right?
Sounds logical, but is not used
48 percent of German executives see a direct link between flexible work and sales growth. At the top of China, it is 81 percent, in India, Belgium or the Netherlands, it is still above 70 percent.
But this is precisely the methodological error: the managers were asked about their personal assessment. The statements were not checked, for example by comparing the sales before and after, but it was simply asked for the opinion.
How would you decide?
And now imagine, you like flexible working hours - what do you answer to such a question? By the way, not in bad intent, but more so from the gut, because you like to work like that. And out comes an increase in sales that, unlike productivity, would have been measurable in any case.
The study is in principle very interesting - only at the point mE apples are compared with pears.
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