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1、第3讲 创新组织的设计与管理,信息流与非正式性组织 创新型组织的设计 创新过程中的界面管理 公司中央研究机构与事业部研究开发资源的均衡 创新绩效的测度与评价 研发部门绩效评价体系的设计,创新过程的信息来源,Idea generating （1）成功的创新思想大多来自于企业外部 S. Mayers和D. G. Marquis对157项创新案例进行了研究，发现其中98项创新的思想是被来自企业外部信息源的信息所激发的。 Dupont公司1920-1949年间推出了25项重大产品/工艺创新，其中14项完全发源于公司外部。 （2）口头交流为idea generating提供了45%的信息 （3）技术分析
2、与实验为idea generating提供了22%的信息 problem solving （1）problem solving所需的信息大多来自于企业内部 （2）口头交流为idea generating提供了32%的信息 （3）技术分析与实验为idea generating提供了52%的信息,技术桥梁人物（Technological Gatekeeper）,技术桥梁人物在研究组织中的角色 技术桥梁人物的基本特征 （1）技术成就大，水平高； （2）一般是第一线的主管人员； （3）管理人员可以不假思索就告诉谁是技术桥梁任务。 资料来源：许庆瑞编著，研究与发展管理，高等教育出版社，1985年，第11
3、5页。 Roberts(1995) “技术型市场桥梁人物”（technology-based market gatekeeper） “制造桥梁人物”（manufacturing gatekeeper）,具有优良创新记录之组织的特征,Nicholas Valery （1）扶植那些具有自我驱动力的个人，不管其动机是为了金钱、权势还是名利，或者仅仅是出于好奇心和个人成就感的需要； （2）不让创新去闯运气，而是系统地推进。 资料来源：英Nicholas Valery著，战洪起等译，工业创新(Innovation in Industry)，清华大学出版社，1999年，第1页。 美国IRI负责人Charl
4、es Larson （1）能够向公司各层次的雇员清楚地说明该创新项目对公司未来所具有的至关重要的意义； （2）为所有参与人员设定了近乎不可能的目标； （3）把目标瞄准于那些尚有大量问题等待解决的研究领域； （4）让R then move to visible, articulated PROCESSES and VALUES; and migrate finally to CULTURE.,Meeting the Challenge of Disruptive Change (2),Two types of CHANGE in market evolutionary change _ sust
5、aining innovation revolutionary change _ disruptive innovation Creating capabilities to cope with change create new organizational structures within corporate boundaries in which new processes can be developed; spin out an independent organization from the existing organization and develop within it
6、 the new processes and values required to solve the new problem; acquire a different organization whose processes and values closely match the requirements of the new task.,Meeting the Challenge of Disruptive Change (3),Digitals Dilemma Digital was spectacularly successful maker of minicomputers fro
7、m the 1960s through the 1980s, but it suffered a abrupt fall from grace after then, although DEC had the resources to succeed in PC business, such as high talents, cash, great brand, excellent technology, and so on. Minicomputer companies: designed most of key components internally and then integrat
8、ed these components into proprietary configurations designing a new product platform took two to three years manufactured most of its own components and assembled them in a batch mode sold directly to corporate engineering organizations,Meeting the Challenge of Disruptive Change (4),Digitals Dilemma
9、 PC Makers: outsourced most components from the best suppliers around the globe new computer designs, made up of modular components, had to be completed in 6 to 12 months computers were manufactured in high-volume assembly lines and sold through retailers to consumers and businesses Because of its o
10、verhead cost and the lower margins generated by PCs, PCs did not fit with DECs value for high profit margins, the companys criteria for setting priorities always placed higher-performance minicomputers ahead of personal computers in the resources-allocation process.,Creating a Market-Driven Organiza
11、tion (1),Internal Problems “liability of Success” where good financial performance leads to arrogance and overconfidence a technology orientation that condones the belief that “we know better than the market” Triggers for Change Market disruptions that threaten the business model Fidelity Investment
12、s continuing erosion of alignment with the market that puts the firm at a disadvantage with market-driven competitors Sears Roebuck: $3.9 billion loss in 1992 strategic necessity Eurotunnel: transition from a project organization to an operating company intolerable opportunity cost Owens Corning: on
13、e-stop shopping and solutions to problems,Creating a Market-Driven Organization (2),Six Stages for Successful Change Demonstrating leadership commitment and creates a sense of urgency. Understanding the need for change. Shaping the vision. Mobilizing commitment at all level. Aligning structures, sys
14、tems, and incentives. Reinforcing the change.,Creating a Market-Driven Organization (3),Persistent Obstacles to Success absence of leadership initiative burnout stifling culture management turmoil lack of urgency poor implementation,A Market-Driven Approach to Retaining Talent (1),Traditional Retent
15、ion Programs/Mechanism compensation program golden handcuffs; golden hellos; hot skills premiums weakness of easy for outsiders to match career paths Job design & Customization Social Ties social network of company-sponsored activities among key employees Location A Market-Driven Retention Strategy
16、assumption that long-term, across-the-board employee loyalty is neither possible or desirable. The old goal of HRM-to minimize overall employee turnover-need to be replaced by a new goal, to influence who leaves and when, because you cannot shield your people from attractive opportunities and aggressive recruiters.,A Market-Driven Approach to Retaining Talent (2),Some Suggestions When theres a large pool of engineers available, it might better focus on recruitment rather
