Weird Ideas That Spark Innovation Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

Managers should not be told what to innovate, they have to cover quite different practices from those which they use to grind. So why do not they do it? According to Robert I. Sutton, co-director of Stanford's Center for Work, Technology and Innovation, where business leaders see that actually requires innovation, they often retreat. Right practice seem strange, even wrong. Clearly, it's hard for any executive to take measures that will lose money today in order to test ideas that might never make money - in the hope that one idea is to make money tomorrow. However, Sutton argues that the fact that the leading companies are doing, feel the struggle of ideas, which at first sight seem strange. From his studies on such organizations, Sutton developed eight methods for moving groups and companies from working heart to innovation. The first two methods are designed to trigger emotions that interrupt mindless action (cause unpleasant emotions in others, make yourself uncomfortable.) The second two are for the defeat of thought (to treat everything as a temporary state, ignore the experts). The third two-person help to identify and abandon their beliefs expensive (plan to do something funny, hold a sacred cow of the workshop).) Last two for the explosion of organizations and groups (to bring in some slow learners, constantly changing line-up.) Sutton warns, however, that the exact methods the company uses to spark new ideas and actions should differ depending on the situation. He recommends giving people the freedom to play with a wide variety of original concepts to attract new knowledge and helps people to see old things in new ways, finally allows us to break free from the past. "Hide
by Robert I. Sutton Source: MIT Sloan Management Review 7 pages. Publication Date: January 15, 2002. Prod. #: SMR371-PDF-ENG