In volatile and uncertain environments, managers must encourage and enable the spurts of participatory innovation that lead to emergent processes and solutions.
Research has repeatedly demonstrated that managers contribute to a company’s bottom line by enabling the emergence of work processes in constantly changing situations. But managers have received insufficient guidance about what exactly they should be doing to manage these emergent processes. The authors contend that managers must actively facilitate the confluence of participatory “spurts” of innovation.
By examining the methods of companies such as Novell, IDS Scheer AG and Entergy, the authors identify four methods successful managers employ to address an emergent environment. First, these managers structure the work so that information, assumptions and interpretations are continually being challenged. Second, they accept that changing circumstance will continually require new knowledge and skill sets. Third, they understand that emergent processes involve unpredictable inputs from suppliers, employees, customers and other stakeholders. Lastly, they understand that they alone cannot induce participatory innovation, so they have learned to create or identify existing “reputation networks.”
Managers who have mastered these principles help their organizations to react so quickly to unpredictable events that the reactions often appear to have been planned and preemptive.
1 Comment On: Four Keys to Managing Emergence
Spurts of innovation is a fascinating concept and something which can should be encouraged in all businesses whether small or big. Management should constantly create an environment which will encourage all individuals in the workforce to come forward with creative suggestions which will be to the benefit of the company and everybody involved. The best way of doing this is to put a financial reward system in place and to nurture a sense of proud and belonging in everyone.