Helle Zinner Henriksen IT innovation Agenda: Kort om underviser Hvad er innovation? Ledelse af innovative virksomheder Organisatorisk læring Dagens tekst illustreret IT & innovation Helle Zinner Henriksen

Helle Zinner Henriksen Præsentation af underviser Helle Zinner Henriksen Adjunkt ved Institut for Informatik, CBS Undervisningsområder Anskaffelse og spredning af IT (cand.merc.dat) Digital forvaltning (cand.merc.dat) IT-strategi (HA.dat) Metodelære (HA.dat) Forskningsinteresser: Anskaffelse og spredning af IT innovationer Regulering af diffusion af IT innovationer eGovernment IT & innovation Helle Zinner Henriksen

Definition of an innovation ”An innovation is an idea, practice, or object that is percieved as new by an individual or other unit of adoption” Innovations have 5 characteristics which stimulate the diffusion Relative advantage Compatibility with existing norms and needs Low complexity Trialibility Observability IT & innovation Helle Zinner Henriksen Kilde: Rogers, 1995

Helle Zinner Henriksen The five innovation characteristics which explain the speed of adoption Relative advantage is the innovation perceived as being better than the artefact it replaces? Compatibility is the innovation perceived as being compatible with existing values, previous experience and needs of the potential adopter? Complexity is the innovation perceived as being difficult to understand and use? Trialability is it possible to try the innovation? Observability can others see that the innovation has been adopted? IT & innovation Helle Zinner Henriksen

Helle Zinner Henriksen IT innovation Exercise Explain the difference between An innovation To be innovative For which of the two is strategy relevant? Why? IT & innovation Helle Zinner Henriksen

Helle Zinner Henriksen Productinnovation Characteristics of productinnovation and innovative product development: Idea or concept is perceived as new by potential users Goal oriented search (not necessarily systematic, continouos, or rational) Process is characterized by uncertainty with respect to en er forbundet med usikkerhed med hensyn til accomplishment or user acceptance IT & innovation Helle Zinner Henriksen Kilde: Frøslev Christensen, 2002

What is productinnovation NOT? Products arising from accidental occurrence New products which ara not based on actual improvements New versions of a product IT & innovation Helle Zinner Henriksen Kilde: Frøslev Christensen, 2002

Routinized productinnovation Changes in products which are obvious and necessary improvements Modificaitons and small changes Search and learning processes driven by routines The reason being: The process is not connected with uncertainties with respect to accomplishment and user acceptance IT & innovation Helle Zinner Henriksen Kilde: Frøslev Christensen, 2002

Technological development and innovation Processdevelopment Productdevelopment Rutinized process development Process-innovation Produst-innovation Rutinized product development Technological innovation IT & innovation Helle Zinner Henriksen Kilde: Frøslev Christensen, 2002

Technological innovation Processinnovation Productinnovation New or improved productionprocesses Cost- and productivity improvements New commercial opportunities Adding new knowledge to the organisation superseding of old knowledge (creative destruction) Increase in productivity due to improved efficiency IT & innovation Helle Zinner Henriksen Kilde: Frøslev Christensen, 2002

Helle Zinner Henriksen An innovation-typology SOURCE • internal • external TYPE EFFECT • product • little disruptive • production impact • process • moderate impact • people • new behavior patterns IT & innovation Helle Zinner Henriksen Kilde: Henriksen, 2002

Innovation Radical versus incremental innovation refers to: number of units affected by the innovation few/ many level of change micro/ mezo/ macro degree of change little/small Incremental (degree of change) Radical Small Large Degree of effect on values, norms, bases of power etc. Degree of discontinuity in processes IT & innovation Helle Zinner Henriksen

Helle Zinner Henriksen Innovation Autonom versus systemic innovation refers to: demand for change among users Autonom Systemic Small Large Degree of readjustment at implementation Requirements to learning IT & innovation Helle Zinner Henriksen

Summing up on innovation Innovation is the result of an R&D process Processinnovations are results applied internally in the organization for improvements of production processes Productinnovations are those results which are sold in the market IT & innovation Helle Zinner Henriksen

Helle Zinner Henriksen Technological innovations Include two or more components: Hardware  adoption can be observed Software  adoption can only be observed via hardware BUT results in organizational changes which most often can not be directly observed Technology clusters IT & innovation Helle Zinner Henriksen

Technological innovation Technological innovation requires three types of ressources Financial Technologiske Organisational IT & innovation Helle Zinner Henriksen

Helle Zinner Henriksen IT innovation The technological duality: technology qualifies and dequalifies Automatisering: kompetencer overtages af maskinen (dekvalificering) kontrol af processer effektivitet transparens i processer Informatisering: maskinen stiller krav til nye (kvalificering) intellektuelle kompetencer kreativitet færre kontrol muligheder IT & innovation Helle Zinner Henriksen Kilde: Zuboff, 1988

Ledelse af innovative virksomheder Traditionelle virksomheder Innovative virksomheder Ledelse på ledelsens/ ejernes præmisser Ledelse på medarbejdernes præmisser Ledelse er en opgave for lederen Ledelse af viden er en udfordring for alle Individ underlagt hierarki Individ del af anarki Individ har lille betydning og indflydelse Styrket betydning og indflydelse til individ Magt og kontrol centralt Motivation og inspiration centralt Stor grad af tillid mellem medarbejdere og ledere er nødvendig Flad struktur Frihed til at opsøge viden - ansvar for at træffe beslutninger Konsekvens af ovenstående IT & innovation Helle Zinner Henriksen Kilde: Christensen, 2002

Organisering af innovationsprocesser Leavitts systemdiamant udfordres Omgivelserne Organisationen Teknologi Opgaver Struktur Mennesker IT & innovation Helle Zinner Henriksen Kilde: Leavitt, 1965

Organisering af innovationsprocesser Ledelsesmæssige udfordringer i forhold til produkt- og procesinnovation Innovationsprocesser har karakter af autonomi/ anarki Struktur er bestemt af proces og indhold Opbakning til initiativrige medarbejdere/ product champions Accept af fejlslagne projekter/ se det som en investering Håndtering af organisatorisk læring IT & innovation Helle Zinner Henriksen

Organisational learning The process of organisational learning Construct New insights are added to the collective knowledge base Organize The new insigths are related, classified and integrated to the existing base Store The new insights are transferred to the organizational memory Distribute Knowledge is distributed to where need is and where it can be used Apply The new knowledge is used in practice for improvement of routines Time All 5 steps are essential for efficient learning processes in social groups IT & innovation Helle Zinner Henriksen Kilde: Pentland, 1995

Organisatorisk læring (OL) Levitt & March Levitt & March skelner mellem flg. lærings-typer: Læring gennem praksis (trial-and-error) Læring gennem egen erfaring Læring gennem andres erfaring (diffusion) Læring fra intelligens (sharing of experience) IT & innovation Helle Zinner Henriksen

Organisatorisk læring (OL) Levitt & March Læring gennem praksis (trial-and-error) Fordele ”Serendipities” Tid til at lære i eget tempo Ulemper ”Man lærer bedst af fejl” Utilstrækkeligt materiale at lære ud fra Gentagelse af uhensigtsmæssige løsninger reducerer effektivitet Tolkning af problem og løsning vanskelig på grund af høj kompleksitet (ikke altid kausalitet!) IT & innovation Helle Zinner Henriksen

Organisatorisk læring (OL) Levitt & March Læring fra intelligens (sharing of experience) Antagelse: forbedring af organisationens intelligens opnås ved at give organisationer mulighed for at lære hurtigt og præcist Begrænsninger: OL er ikke nødvendigvis et middel til forøget org. intelligens – læring fører ikke altid til intelligent adfærd! Grænser for evne til erkendelse hos medarbejdere IT & innovation Helle Zinner Henriksen

Organisatorisk læring (OL) Argyris Single-loop learning & double loop learning Single-loop learning: sporing og korrigering af fejl/ organisatoriske rutiner som reaktion på omverdenens krav Double-loop learning: 1 + tilpasning af etablerede normer og rutiner med henblik på mere effektiv målopfyldelse IT & innovation Helle Zinner Henriksen