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How a systematic approach to innovation can bring radical improvements to organisations by liberating the staff

Vincent Desmond (Executive Director of Communication based at the Chartered Quality Institute (CQI), London, UK)

Industrial and Commercial Training

ISSN: 0019-7858

Article publication date: 4 September 2009

Abstract

Purpose

The purpose of this paper is to demonstrate ways in which innovative thinking can bring about radical change to organisations. It aims to identify some of the many creative ways this innovative thought can be liberated from staff members using quality processes, and argue that a structured, quality approach to engaging staff in improvement and innovation can bring about this radical change.

Design/methodology/approach

This paper consists of a combination of case study based material and includes the author's opinion and interpretation. The integral focus is on encouraging innovation from within, implementing ways to involve staff members and introducing structured, gradual, change. The paper uses examples of organisations across varied industries to showcase how they have accomplished this task.

Findings

Developing collaborative environments and encouraging employee contribution to facilitate innovative thinking can liberate not only employees but the whole organisation. The case study organisations featured have found that introducing new methods of innovation can provide a manageable process, which over time can result in significant change.

Originality/value

This paper sets out the systematic approach organisations should follow to unlock the creative power of their employees, develop fast and stay ahead of the competition. It argues that in the current economic climate, organisations will need to make these radical improvements in order to survive and prosper.

Keywords

Citation

Desmond, V. (2009), "How a systematic approach to innovation can bring radical improvements to organisations by liberating the staff", Industrial and Commercial Training, Vol. 41 No. 6, pp. 321-325. https://doi.org/10.1108/00197850910983910

Publisher

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Emerald Group Publishing Limited

Copyright © 2009, Emerald Group Publishing Limited