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LIFTING THE BARRIERS TO INNOVATION

机译:提升创新的障碍

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摘要

Draeger Safety UK based in Blyth Northumberland manufacturing breathing apparatus for the search and rescue market has been following the path to organizational learning for several years. So far, this path has entailed individual and group learning, leading to practical application of that learning and knowledge in innovative improvement projects and problem solving process. This paper examines the practical view from the trenches of the efforts of the organization at all levels to lift the barriers to innovation from several academic perspectives. These perspectives include Stafford Beer's Viable System Model, Peter Drucker's seven sources of innovation and Margaret Wheatly's argument that innovation means relying on the creativity of everyone within the organization. However, the purpose of Draeger Safety UK in cybernetic terms is survival through the generation of profit from its core activity of breathing apparatus manufacture. Therefore resources of both time and finance must remain balanced between the activities that produce today's profit and the innovation based forward drive to all round improvement that ensures tomorrows. Thus lifting the barriers to innovation is the conscious decision to utilise resources in equipping staff with the knowledge, tools and opportunities to enable innovation to take place. While at the same time the view from the trenches is the comparison of academic theory and practical reality.
机译:位于英国布莱斯诺森伯兰郡的德尔格安全英国公司制造用于搜索和救援市场的呼吸器,多年来一直在进行组织学习。到目前为止,这条道路需要个人和小组学习,从而导致该学习和知识在创新改进项目和问题解决过程中得到实际应用。本文从组织的各个层面研究了从各种学术角度来消除创新障碍的实践观点。这些观点包括Stafford Beer的可行系统模型,Peter Drucker的七个创新来源以及Margaret Wheatly的论点,即创新意味着依靠组织内每个人的创造力。然而,Draeger Safety UK的控制论目的是通过其呼吸器制造的核心活动产生利润来生存。因此,必须在时间和财务资源之间保持平衡,这些活动必须在产生当今利润的活动与基于创新的向前驱动力之间取得平衡,以确保明天的全面改进。因此,消除创新壁垒是有意识的决定,即利用资源为员工配备知识,工具和机会以使创新得以进行。同时,从沟渠中看到的是学术理论与实际现实的比较。

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