Innovation Strategies Description - Assignment Example

Innovation Strategies Paper Affiliation: Part The Evolution of Human Societies and the Role of Innovation Professor Jared Diamond in his book “Guns, Germs, and Steal” was explaining the cause of the gap when it comes to the development of one culture to another one. He thus uses the two terms of “proximate” and “ultimate” as factors influencing the development of human history. The difference between ‘proximate’ and ‘ultimate’ causes is that a proximate cause is one that has an immediate reason for causing the change with some observable results. On the contrary, an ultimate cause is one that is subject to consider as the ‘real’ reason for the occurrence of something through a long time process. Therefore, Diamond believes that proximate reason as to why some civilizations came to dominate others through militarily, economically, politically, and cultural landscapes is from the effects of food production, effects of writing, effects of technology, governmental organizations, and effects of religion. He thus went ahead to demonstrate how these issues led to the occurrence of differences among cultures (Diamond, 1998). On the other part, Diamond believes that ultimate reason as to why some civilizations came to dominate others is through geography, but not through biology or race of which some studies have tried to prove. Henceforth, geography produces the cultural disparities of which his friend Yali had pointed out. The concept thus implies that Eurasian colonizers did not gain it power they still hold today through a systematic process, or through having the greatness of skill or mind, but pure geographic chance created this difference. The role of innovation in this process is that it leads to the development of systems of some specialized knowledge that eventually leads to the advances in metallurgy, literacy, and eventually the socio-economic organization. Diamond thus concludes that accidents of geography and environment created the domination of whites of the Eurasian origin over other races. Thus, the Europeans received more favors since they had more starting material and also had more favorable conditions. I agree with Diamond’s conclusion because I believe that all people and cultures have the capacity of doing similar things on the provision that they have the resources and privileges of doing so. Another proximate factors that might cause these differences availability of advanced resources. These resources could be useful for people in all regions to conduct their own research, hence becoming the ultimate solution to many problems that occur in societies. The entire process of evolution of human societies is subject to indicate in appendix 1. Part 2: Innovation and Regional Development Lee Kuan Yew remained to be top most credited personality as being the architect of the success of Singapore and served as a role model for the Chinese and other leaders. Being a key entrepreneurial figure, he stated that Hong Kong is better in entrepreneurial than Singapore. I think in his view, he thought of this basing on the fact that Singapore is only a hub for the venture capital and entrepreneurship. On the other part, Hong Kong has a specialty when it comes to finance and investment, hence creating his view that Hong Kong is better than Singapore in an entrepreneurial capacity. Singapore enjoys the advantage of transparency and easy room for navigation as it uses English as the first language. Hong Kong on its part has connections with financial markets of the Chinese economic powerhouse, together with having the widespread presence of multinational banks (Driouchi, 2008). Other countries of better choices to UAE when it comes to innovation are Switzerland, United Kingdom, and Sweden. It is because these nations have a long history of developed research facilities and high learning educational centers. Comparing and contrasting of UAE and Singapore and their innovation strategies Singapore has a clear definition and absolute openness through its intended goals for the country through innovation. The country also has initiatives that are available to their public and private institution that exists in the form of a focused, harmonized, more transparent, and the institutional structures that are accountable. Such strategies allow Singapore into attaining immense growth and gaining global recognition. When it comes to UAE, Dubai remains to be the dynamic and most developed at the institutional levels. The state shares similar innovations strategies with Singapore in that it also has a focused economic vision that is subject to build around the traditional roles as being the transparent hub of the Middle East region. Abu Dhabi also follows the similar approach but has a greater focus towards the development of the capital intensive industries (Driouchi, 2008). The impediment to UAE cities is that they have a shortage in the human resource capacities for managing the innovation strategies. The possible solution to this problem is developing a higher education hub in UAE and the entire greater region while at the same time maintaining a strong local and cultural identity. The significant impediment facing Singapore when it comes to improving its innovativeness is a problem with the supply of high caliber knowledge-based workers that have the potential of cooperating services to foster greater innovation. The possible solution to this problem is having an actual cultivation of the R&D ventures or seeking for a cultural change in the mindset of free expression of individual initiatives (Morais, 2011). The entire process of Innovation and Regional Development is subject to indicate in appendix 2. Part 3: Organizational-level innovation From the previous assignment, ‘Innovation Strategy Assignment,’ I was able to learn that effective human resource practices serve as the cornerstone of the success of UAE’s government. It is apparent that the UAE through its innovation strategies has made its human resource functions influence the decision makers through enhancing efficiency and effectiveness for HR community. Additionally, understanding the fact that the business strategies can be affected negatively if it doesn’t produce innovative ideas that improve the government policies and services is a key to the success of the organization. Also, innovation solution and experiences often leave a lasting impression to not only to employees of the government but also for the citizens. There are four most important strategies and tactics that a manager requires to execute to make the organization more innovative. These strategies are offerings, process, environment and people. Through offerings, it creates more room for growing the capacity of innovation in the entire organization. The process can occur by a random process, thus requires an absolute understanding and flowing the constant procedures of innovation (Hage et al., 2006). It is also critical for a manager to provide the environment that supports learning, experiments, and improvements on a frequent basis. Finally, the level of innovation receives its insights from the people. It thus calls for the manager to constantly increase the ability of people in terms of thinking creatively and use the same creativity in collaborating and producing innovation. Implementing and managing changes in an organization is another process that requires professionalism of its own. The person responsible for managing these changes, such as changes in innovations is the project manager. The process of project management requires setting some objectives required to achieve upon introducing the changes and innovations in an organization. As a project manager in change management, there are three possible approaches to implementing such activities (Morais, 2011). These are business engineering, lean management, and top quality management. Business reengineering is whereby change is radical, employing a top-down approach to the organizational structure. Lean management is one that combats inefficiency, such as looking at issues like job involvement. The project manager will thus handle monitoring the progress of implementing these changes in the organization, together with collecting feedback on their effectiveness. There are some resources required for managing innovations, managing their implementations, and managing their executions. These resources vary from tangible to intangible resources. Tangible resources may include financial aspects, human resource, and available technologies. Intangible resources in project management may include the employee morale, the environment or culture of the organization, and the entire support from the top management of the organization. There are five action steps and timelines that require implementing in project management. The first step is project conception and initiation, whereby there is an examination of an idea to determine if it will benefit the organization. The second step is project definition and planning, which outlines the work that requires performing. The third step is project execution, whereby tasks are subject to distribute while teams are informed of their responsibilities. The fourth step is project performance and control, whereby the project manager compares the status and progress of the project to the actual plan. The final step is project closure, whereby evaluation is subject to conduct to highlight on its success (Hage et al., 2006). The entire process of organization-level innovation is subject to indicate in appendix 3, which is the HRIC innovative scheme in organization level. Part 4: Individual-level innovation strategies There are many arguments concerning the subject of whether business schools or universities can make an individual into becoming an entrepreneur, more innovative, and develop better leadership skills. Other people argue that a person who ends up having all these skills is born with it. However, I think higher educational institutions have the capacity of helping the student develop skills that will enhance the entrepreneurial, innovative, and better leadership skills. The universities and higher learning institutions broaden the thinking scope of an individual, giving one some key insights essential for achieving success in areas of innovation, entrepreneurship, and good leadership. However, the only thing that one cannot get from these learning institutions is the idea, which purely relies on the individual’s skills and ability. One will thus use knowledge and skills obtained in class to develop of nurture individual ideas, hence becoming a successful innovator, a successful entrepreneur, and a successful leader. Before entering the graduate program, I had little knowledge about the innovation. There is the likelihood that I was innovative but lacked the knowledge and potential of building my ideas over time. Even if I had an idea, I would not rise to the occasion of growing it into maturity by my own. However, with the knowledge and essential skills I have obtained since joining the graduate program, I think my level of innovation has improved significantly. By the time I will complete this program, I will expect to be more mature than the current potential that I have in terms of innovation. I use a family metrics in measuring my growth in innovation. The family metrics ensure that I follow a well-rounded portfolio of measures. I also include ‘input’ and ‘output’ metrics for measuring the drive resource allocation and the level of capacity building, as well as measuring the level of my investments. In order to be more innovative in future, there need to have an action plan and timeline that require implementing. At first, it is important to share an individual thinking with others in what one is doing and purpose for engaging in that particular activity. The process can offer some invaluable learning experience to any individual receiving training on leadership, innovation, and entrepreneurial skills. For measuring what one needs to accomplish over time, there is a need to have a model of good leadership, engage in teaching others as you lead and engage in mentoring others. Finally, there is also need to participate in exchange programs, have some orientations, and participate in workshop and training sessions. The entire process of individual-level innovation is subject to indicate in appendix 4, which is the Gantt chart. References Diamond, J. M. (1998). Guns, germs, and steel: The fates of human societies. New York: W.W. Norton & Co. Driouchi, A. (2008). Urbanization, Knowledge and Competitiveness in Developing Economies. FAHR., 2015. Federal Authority for Government Human Resources. [Online] Available at: https://www.fahr.gov.ae/default.aspx [Accessed 10 April 2015]. Frank, L. E. (2013). Socio-cultural Systems: Principles of Structure and Change. Athabasca University Press. Hage, J., Meeus, M. T. H., & Edquist, C. (2006). Innovation, science, and institutional change. Oxford: Oxford University Press. Morais, . C. G. J. (2011). Ethical issues and social dilemmas in knowledge management: Organizational innovation. Hershey, PA: Information Science Reference. Wilson, J. M. (2003). "Gantt charts: A centenary appreciation" (PDF). European Journal of Operational Research 149 (2). Appendices Appendix 1: Human Evolution and Role of Innovation Source: (Frank, 2013) The chart above gives a visual description of the key tools essential for enhancing human development. The three key factors are social, environment, and economic factors. These factors thus interconnect through each other in form of sustainability. Other interconnections give the viable, bearable, and equitable functions in human evolution, which will eventually lead to the birth innovative ideas. Appendix 2: Innovation and Regional Development Source: (Hage et al., 2006) The chart above indicates the six pillars that an organization requires to consider when developing strategies for expansion and going to the national and regional levels. These are the six pillars that nature and enhance innovative ideas within any organization. Appendix 3: HRIC innovative scheme in organization level Source: ( FAHR., 2015) Appendix 4: Gantt chart explaining individual-level innovation Source: (Wilson, 2003) The Gantt chart above gives a brief illustration right from the start to the end of the project by providing details on the date, terminal elements, and finally the summary elements of the project. With this chart as part of the project guidelines, it will eventually lead an individual in the path of developing and nurturing new ideas that will lead to innovation. The chart below also explains the same concept of individual-level innovation. The chart below gives a similar international institutes and best practices. Appendix 5: Examples of similar international institutes and best practices  Factors Singapore Human Resource Institute (SHRI) Human Resource Excellence Center (HREC) College and University Professional Association for Human Resource (CUPAHR) Brief SHRI is a non-profit professional HR body in Singapore, and represents over 3000 professionals. It was founded in 1965 HREC is a membership-based learning and networking platform for HR professionals in China- It was founded in 2009 CUPA-HR is the association for HR professionals in higher education, and provides leadership on higher education issues globally Vision help HR practitioners and organizations move, manage, influence, grow and build people becoming a premier resource for leading HR professionals in China to achieve organizational goals and boost personal growth serve higher education by providing the knowledge, resources, advocacy and connections to achieve organizational and workforce excellence Service Range HR Studies and Reports HR Studies and Reports HR Studies and Reports Training & Certification Training & Certification Regulatory Advocacy Networking Events Networking Events Networking Events HR Advisory Client Served Private Private Public Profit/Non-Profit Non Profit Organization For Profit Organization Non-Profit Organization No. of Members 3000 + members 400 + members 1900 + Institutions Source: (FAHR., 2015) The chart above explains the same concept of individual-level innovation. 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