• 主题
高级搜索  >
历史搜索 清空历史
首页> 外文期刊>Industrial and Commercial Training >How to build an innovators' network
【24h】

How to build an innovators' network

机译：如何建立创新者网络

获取原文
获取原文并翻译 | 示例
           
页面导航
  • 摘要
  • 著录项
  • 相似文献
  • 相关主题

摘要

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.
机译：目的-本文的目的是演示如何在大型组织内部建立和维护活跃的创新者网络。设计/方法/方法-本文描述了法国一家大型制药公司的高级经理用来创建灵活结构的过程，该结构将使创新者和创新者能够将有趣的和有希望的想法联系起来并将其付诸实施。调查结果-一位作者描述了他的方法，其中包括邀请创新管理专业的毕业生设计网络结构。根据管理创新计划（Barnes＆Conti Associates Inc.和David Francis，PhD的受版权保护的计划）中讲授的过程，他成功地进行了大约30个以问题为中心的网络会议。这些会议成功地推动了许多实践和创新活动。想法向前。研究的局限性/意义-作者认为，这种创新网络可以在其他大型组织中成功复制。但是，此过程需要一位高级经理，他需要非常投入并赞助商/冠军。实际意义-需要创新解决方案的问题可以带给有兴趣从事此工作的各种各样的创新者。该格式涉及多个快速原型制作，并在提供实用且经过审查的解决方案或发明时节省了大量时间和金钱。社会影响-创新网络为成员提供了一个渠道，使他们可以利用他们的创造性想象力来解决各种各样的问题。这样，他们可以继续建立自己的技能，同时为组织贡献价值。独创性/价值-领导者们始终希望在培训和发展方面最大程度地投资。创建一种在创新管理等领域中利用并继续培养技能的格式，可以优化组织在领导力发展中的投资回报率，同时为组织提供有价值的服务。

著录项

相似文献

  • 外文文献
  • 中文文献
  • 专利
获取原文

客服邮箱：kefu@zhangqiaokeyan.com

京公网安备：11010802029741号 ICP备案号：京ICP备15016152号-6 六维联合信息科技 (北京) 有限公司©版权所有

  • 客服微信

  • 服务号