The success of an innovation is largely dependent on vital intelligence, which, when incorporated into the open innovation process, may produce what the innovators call technical thrust. Reflectively, when properly planned and executed, intelligence is the main force behind successful and accelerated innovation. On the boundary spanners, innovations should be fairly fast and inclusive of all the stakeholders. The innovation decision process is inclusive of knowledge, persuasion, implementation, and confirmation among the employees.
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Challenges in suggesting and seeing innovations in an organization
Despite the fact that the creation of a product as a result of innovation is through research, every member of an organizational team is always anxious about the expected response once the product hits the market. Besides, the organizational environment may not have a supportive organizational culture that integrates creativity in performance. In addition, innovators face the challenge of anxiety on the forecasted response to their innovation within an organizational setting. Despite proper management, thorough research, pre-contemplation, contemplation, and action, there is always an element of uncertainty as a result of a possible rejection of particular innovation architecture.
Application of knowledge from interview to foster innovation architecture
Basically, proactive innovation architecture is “responsible for the success of an organization in getting its innovations in the market include continuous policies aimed at building trust with ideas considered as low-risk” (Tellis, 2012, p. 28). From the interview findings, it is necessary to develop a proactive system of balancing and tracking different innovation strategies within the goals of an organization. Therefore, through the engagement of an elaborate innovation promotion culture, it is easy for an organization to create a sustainable system of balancing foresight, corporate culture, product development, and product proliferation as dependent elements of an innovation architecture. Therefore, “foresight is very crucial since it gives a company a rough perspective and an overview of the future concerning the expected and unexpected changes” (Horibe, 2009, p. 33).
The person I chose to interview was Mr. Jones Knight, who has been in different senior management positions in different organizations for the last two decades. Mr. Knight is qualified in business management and is currently the general manager of the Celtic Mobile Company. Mr. Knight has occupied the post of a general manager at the company for the last five years besides four years in supervisory roles. As the general manager, Mr. Knight’s responsibilities include managing research and development, corporate culture, and the supply chain. The interview was conducted on 25th November 2014 in person at the manager’s office. Mr. Knight’s contract is 607-761-4999.
Horibe, F. (2009). Creating the innovation culture: leveraging visionaries, dissenters and other useful troublemakers. New York, NY: John Wiley & Sons.
Tellis, G. (2012). Unrelenting innovation: how to create a culture for market dominance. New York, NY: John Wiley & Sons.