1. Elements that need to be changed.

Radical innovation (RI) projects are characterized by high levels of uncertainty. Deducing from the case study, management and people need to change to adapt to new strategic approaches of doing things.

Management should educate employees on new approaches of doing things and that should be stated in the organization’s mission and vision statements. Research has shown that management that has factored a culture of innovation in its RI strategy eventually becomes very successful. For the case study, people at different levels of the organization can get motivated and stimulated to be proactively involved in the change process. The organization needs to legitimize these changes so that when people come up with conflicting ideas, these ideas can either be dismissed or incorporated with a lot of care. In addition to that, management has to be fully committed in implementing new changes by presenting a united front in order to avert possible resistance to change particularly from employees. The organization’s strategic approach to RI also needs to be changed.

One of these strategic factors includes a tactical approach in introducing the RI strategy. In addition to that, communication is a key component in getting employees to know what their roles and their involvement in introducing change in the organization are. The business structure can not remain the same when change has been introduced in this organization. Therefore, structural factors need to be changed.

An organizational structure specifically involves horizontal and vertical hierarchies. A change in structure is indispensable so that the organization and people fit in the new organization. People factors include competence and skills, entrepreneurial approach to doing things, team work, and management’s involvement. On the other hand, external factors envisage the environment and how the organization under study interacts with it. In addition to that, process factors include the organization’s approach to implementing the RI, controls and how these controls are exercised. Technology is another element with a key role in the change process.

Newer, cheaper, and cleaner technologies play an important role in product quality.

2. The change agent

The change agent in the RI process should be the leadership. Leadership should have the ability to enhance certain practices and destroy those practices that adversely impact on RI.

An organization’s existing strengths can be enhanced to put it at a strategic advantage in the market by strong and intelligent executives who operate at different levels of management. In addition to that, the strengths of an organization can take an organization to a completely new direction in the market. Therefore management gains more competence by incorporating new skills, strategies, technologies, and abilities the driving forces behind a successful RI.

3. A change plan for the organization

To introduce RI into the organization, a strategic approach based on the model that was settled on is outlined below. Main ActivityActivitiesTime Frame/MonthsExperimentationCollecting and evaluating new ideas.

Assessing available technical skills, current vision and communicating the new vision to the employees. Ingraining the ideas into management Identifying opportunities2ImprovisationCoordination within the organization. Introducing structural changes. Figuring and evaluating the proposed structure. Assessing an effective implementation strategy.

2TransitionChanging to new ideas and strategies. Ensuring a smooth transition.4


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