How to build an innovators’ network

How to build an innovators’ network Purpose– The purpose of this paper is to demonstrate how to build and maintain an active network of innovators inside a large organization. Design/methodology/approach– The paper describes the process used by a senior manager at a large pharmaceutical company in France to create a flexible structure that would enable innovators and seekers of innovation to connect and move interesting and promising ideas toward implementation. Findings– One of the authors describes his approach, which included inviting graduates of a program in innovation management to design the structure of the network. He has successfully conducted about 30 problem-centered network sessions, based upon the process taught in the Managing Innovation program (a copyrighted program of Barnes & Conti Associates Inc. and David Francis, PhD) These sessions have successfully moved a number of practical and creative ideas forward. Research limitations/implications– The authors believe that this type of innovation network could be replicated successfully in other large organizations. The process, however, requires a senior manager who is a very involved and invested sponsor/champion. Practical implications– Problems that require innovative solutions can be brought to a diverse group of innovators who are interested in working on it. The format involves multiple, rapid prototyping, and saves considerable time and money while providing practical and vetted solutions or inventions. Social implications– An innovation network provides an outlet for members to use their creative imagination to address a wide variety of problems. In this way, they can continue to build their own skills while contributing value to their organizations. Originality/value– Leaders always hope to maximize the value of their investment in training and development. Creating a format that takes advantage of and continues to build skills in areas such as innovation management optimizes an organization's ROI in leadership development while providing a valuable service to the organization. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Industrial and Commercial Training Emerald Publishing

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0019-7858
DOI
10.1108/ICT-06-2014-0038
Publisher site
See Article on Publisher Site

Abstract

Purpose– The purpose of this paper is to demonstrate how to build and maintain an active network of innovators inside a large organization. Design/methodology/approach– The paper describes the process used by a senior manager at a large pharmaceutical company in France to create a flexible structure that would enable innovators and seekers of innovation to connect and move interesting and promising ideas toward implementation. Findings– One of the authors describes his approach, which included inviting graduates of a program in innovation management to design the structure of the network. He has successfully conducted about 30 problem-centered network sessions, based upon the process taught in the Managing Innovation program (a copyrighted program of Barnes & Conti Associates Inc. and David Francis, PhD) These sessions have successfully moved a number of practical and creative ideas forward. Research limitations/implications– The authors believe that this type of innovation network could be replicated successfully in other large organizations. The process, however, requires a senior manager who is a very involved and invested sponsor/champion. Practical implications– Problems that require innovative solutions can be brought to a diverse group of innovators who are interested in working on it. The format involves multiple, rapid prototyping, and saves considerable time and money while providing practical and vetted solutions or inventions. Social implications– An innovation network provides an outlet for members to use their creative imagination to address a wide variety of problems. In this way, they can continue to build their own skills while contributing value to their organizations. Originality/value– Leaders always hope to maximize the value of their investment in training and development. Creating a format that takes advantage of and continues to build skills in areas such as innovation management optimizes an organization's ROI in leadership development while providing a valuable service to the organization.

Journal

Industrial and Commercial TrainingEmerald Publishing

Published: Feb 2, 2015

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