The golden spur: innovation independence

The golden spur: innovation independence Purpose – The authors argue that the “freedom to explore” factor is essential to innovation. And innovation is essential to sustained competitiveness. Today's leadership challenge is learning to manage the independent thinkers who refuse the constraints of professionalism and instead innovate on their own terms – in other words, as amateurs. Design/methodology/approach – The authors believe that only amateurs can move from field to field, finding creativity in the convergence of technology and the combinatorial possibilities found when crossing different industries and professional specialties. Findings – At a leading nationwide retailer, a group of people has formed an initiative to create a market place of ideas and talent. Anyone can pitch a project and invite others to join it. The hypothesis is that such an avenue for ideas and commitment will increase productivity and address an endemic scarcity of resources. This freedom is facilitated by communications technologies that enable individuals to participate increasingly on their own terms. Practical implications – Companies need to unleash their human talent and raise their level of innovation so that they can compete globally. To accomplish this, managers must respect their employees' independence – the very source of innovation. Originality/value – The authors argue that the case for innovation is the case for the labor of love, that is, the work of passionate amateurs. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Strategy & Leadership Emerald Publishing

The golden spur: innovation independence

Strategy & Leadership, Volume 34 (5): 5 – Sep 1, 2006

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Publisher
Emerald Publishing
Copyright
Copyright © 2006 Emerald Group Publishing Limited. All rights reserved.
ISSN
1087-8572
D.O.I.
10.1108/10878570610684829
Publisher site
See Article on Publisher Site

Abstract

Purpose – The authors argue that the “freedom to explore” factor is essential to innovation. And innovation is essential to sustained competitiveness. Today's leadership challenge is learning to manage the independent thinkers who refuse the constraints of professionalism and instead innovate on their own terms – in other words, as amateurs. Design/methodology/approach – The authors believe that only amateurs can move from field to field, finding creativity in the convergence of technology and the combinatorial possibilities found when crossing different industries and professional specialties. Findings – At a leading nationwide retailer, a group of people has formed an initiative to create a market place of ideas and talent. Anyone can pitch a project and invite others to join it. The hypothesis is that such an avenue for ideas and commitment will increase productivity and address an endemic scarcity of resources. This freedom is facilitated by communications technologies that enable individuals to participate increasingly on their own terms. Practical implications – Companies need to unleash their human talent and raise their level of innovation so that they can compete globally. To accomplish this, managers must respect their employees' independence – the very source of innovation. Originality/value – The authors argue that the case for innovation is the case for the labor of love, that is, the work of passionate amateurs.

Journal

Strategy & LeadershipEmerald Publishing

Published: Sep 1, 2006

Keywords: Innovation; Autonomous work groups; Employees

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