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Encouraging front‐line employees to rise to the innovation challenge

Encouraging front‐line employees to rise to the innovation challenge Purpose – In the search for innovation, front‐line employees are usually not encouraged to be part of the creative team, even though they may have fresh ideas and genuine insights. However, front‐line employees, those closest to the customers and the work of delivering products and services, have fresh ideas and genuine insights. This paper aims to investigate this issue. Design/methodology/approach – The article describes how to create a complementary “Front‐Line Innovation” system for stimulating potentially valuable ideas and converting them to innovations that have an impact on competitiveness. Findings – The implementation of a front‐line program involves a set of six components applied systemically and thoughtfully: people, process, tools, technology, governance, and metrics. Practical implications – The Front‐line Innovation program surfaces new leaders and gives them the tools to create and act on ideas that are aimed at the most difficult problems facing the organization. Originality/value – The article shows that a creative front‐line employee is a potent competitive weapon when supported by such a system. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Strategy & Leadership Emerald Publishing

Encouraging front‐line employees to rise to the innovation challenge

Naveed Moosa; Patiwat Panurach
Strategy & Leadership , Volume 36 (4): 6 – Jul 4, 2008
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Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
1087-8572
DOI
10.1108/10878570810888704
Publisher site
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Abstract

Purpose – In the search for innovation, front‐line employees are usually not encouraged to be part of the creative team, even though they may have fresh ideas and genuine insights. However, front‐line employees, those closest to the customers and the work of delivering products and services, have fresh ideas and genuine insights. This paper aims to investigate this issue. Design/methodology/approach – The article describes how to create a complementary “Front‐Line Innovation” system for stimulating potentially valuable ideas and converting them to innovations that have an impact on competitiveness. Findings – The implementation of a front‐line program involves a set of six components applied systemically and thoughtfully: people, process, tools, technology, governance, and metrics. Practical implications – The Front‐line Innovation program surfaces new leaders and gives them the tools to create and act on ideas that are aimed at the most difficult problems facing the organization. Originality/value – The article shows that a creative front‐line employee is a potent competitive weapon when supported by such a system.

Journal

Strategy & Leadership – Emerald Publishing

Published: Jul 4, 2008

Keywords: Innovation; Employee involvement; Organizational development

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