Question

second attempt. need asap please

2-4 sentences summarizing the article

4 interesting quotes from the article and 4 points explaining each quote

Every manager knows that innovation requires drastically different practices from those required for routine work, yet many companies still struggle to switch gears when shifting from the routine to the innovative. Even when managers say they want more innovation, their organizations often undermine it. A big part of the problem is that managers instinctively recoil when they see what innovation actually requires: The right practices seem strange, even wrongheaded. In particular, many managers can’t bring themselves to lose money right now to test ideas that may never make money, in hopes that a tiny percentage of those ideas will make money later.

A few years ago, I met with an executive about sparking innovation in her multibillion-dollar cor-poration. Profits were falling and stock analysts were complaining that the company wasn’t innovative. The manager complained that her CEO hated taking risks and that he would reject any program that might reduce quarterly profits, even if it had long-term benefits. He believed the company could innovate without deviating from the prac- tices that were making money right now.

The CEO was dreaming the impossible dream, but he is not alone. There are managers in every industry who keep saying they want innovation but keep doing things to stifle it. Fortunately, there are some weird but proven ways to avoid this common syndrome.

Organizing for Routine Versus Innovative Work

Stanford University’s James March expresses the difference between routine and innovative work as exploiting old ideas versus exploring new possibilities. Exploiting means relying on past history, well-developed procedures and proven tech- nologies to make money now. McDonald’s Corp., for exam- ple, knows that customers expect every Big Mac to look and taste the same, so the company uses old knowledge to make the next Big Mac just like the last one.

But in the long run, companies cannot survive by relying only on tried-and-true actions. They must keep exploring new procedures and technologies to satisfy customer demand, to gain advantage over competitors or just to keep pace. McDonald’s uses some of the cash from all those ham- burgers to explore new possibilities. For example, the com- pany is experimenting with a technology for cooking its fries in 65 seconds rather than the current 210 seconds. Both exploration and exploitation are necessary for moving forward, even though the principles behind them differ by 180 degrees. No wonder the practices that are so right for one are so wrong for the other. The basic organizing principles for exploration are enhanc- ing variance, seeing old things in new ways and breaking from the past.

Enhance Variance Innovation requires increasing the diversity of ideas in a company. As Thomas Edison said about inventing, “You need a good imagination and a pile of junk.” Promising ideas can come from what appear to be varied sorts of junk. That is true not only for inventing new technologies, products and compounds, but also for improving established processes. So even when Toyota Motor Corp. or Intel Corp. want to reduce variance in manufacturing processes, they use brainstorming, constructive confrontation and experiments to increase vari- ance in the pool of solutions considered.

See Old Things in New Ways Sailing champion Jeff Miller has said that great sailors have vu ja de, a play on the phrase déjà vu. Vu ja de lets sailors (who race in the same places again and again) see things in a new light each time so that they can keep learn- ing from every race. Innovative people have the same ability. Consider statistician Abraham Wald and his discovery of the best places to strengthen U.S. warplanes during World War II.

Military leaders were concerned because so many planes were being shot down. They thought more armor could help but didn’t know where to put it. Wald marked bullet holes in the airplanes that returned from battle. He found that two sections of the fuselage — between the wings and between the horizon- tal stabilizers on the tail — had far fewer holes than other parts of the plane. He suggested putting more armor there, rather than where there were many holes. Why? The planes he ana- lyzed had not been shot down. So it was the holes Wald wasn’tseeing — in the planes that weren’t returning — that needed extra protection.

Break From the Past There is a lot of hype, much of it justified, about the dangers of clinging to the past. Yet all the excitement can make us forget that most new ideas are bad and most old ideas are good. The failure rate for new products and companies is dramatically higher than for old ones. Dozens of new break- fast cereals fail every year, but Cheerios and Wheaties persist. If there were truth in advertising, the slogan “innovate or die” would be replaced with “innovate and die.” Tried and true wins out over new and improved most of the time. But not all the time. The world does change, new technolo- gies and products are developed, and consumer preferences do shift. So although the failure rate may be high, every company needs to keep trying to break from the past.

Consider the tea bag. Tea bags had been square since being introduced to British consumers in 1951. No company tried to change the shape until 1986, when Tetley began studying con- sumer reactions to round bags. After the round-bag rollout in January 1990, Tetley’s share of the English tea market rose from 15% to 20%, slightly behind Brooke Bond’s PG Tips. Not to be outdone, PG Tips introduced in 1996 the Pyramid tea bag, with a 3-D shape — and was soon reporting that sales were eclipsing Tetley’s round bags in many regions.

Eight Gear-Switching Techniques

I offer eight weird techniques to get teams and companies to stop doing work by rote and start innovating. Each technique either provokes emotions (generally unpleasant) that interrupt mindless action, busts up the cognitive frame, makes you iden- tify and reject your dearest beliefs or explodes the composition of organizations and teams. Perhaps not all the practices will work for every company, but each is inspired by sound research and actually is used in innovative companies.

Inciting Discomfort and Dissatisfaction Being uncomfortable or unhappy may not be fun, but it helps people break free of ingrained and mindless actions.

Provoke unpleasant emotions in others. Colleagues and others may react to the unfamiliar with feelings such as irritation, anx- iety and disapproval. But if everyone always likes your ideas, it probably means they aren’t new.

The belief that new ideas provoke discomfort is helping Herman Miller develop Resolve, a furniture system that “re-solves” the dull uniformity of the traditional cubicle environ- ment. “Instead of muted-gray walls and severe right angles, it features lightweight, translucent screens and generous 120-degree angles,” lead designer Jim Long told Fast Company for their April 2000 issue. “My metaphor is a screen door. ... It offers openness, but not complete openness, not total visibility.” When Long showed a Resolve prototype to 200 managers, designers and facility managers and received complaints and criticisms, he was pleased; if the reaction had been more posi- tive, it “would have meant that the ideas were too ordinary.”

Make yourself uncomfortable. Innovation requires inventors to work on ideas that make them squirm, too. After all, discomfort is a sign that the project is unfamiliar or risky. That is why at Intel, Mary Murphy-Hoye exhorts researchers on her team, “Scare yourself, otherwise you aren’t doing anything new.”

Exploding the Composition of Organizations and Teams Companies need to re-energize their organizations to pursue innovation effectively. Techniques include bringing in workers who march to a different drummer as well as breaking up atrophied teams and building new ones.

Bring in some slow learners. I am not advising you to hire stupid people; rather, I am advising you to hire people with a spe- cial kind of stupidity or stubbornness. To get variation, companies need people who are unable or unwilling to learn the organiza- tional code. In the March-April 1991 issue of Organization Science, James March described code as a company’s “knowledge and faiths,” its history, memories and rules — those taken-for-granted and often unspoken assumptions about what is to be done and why. Most companies bring in newcomers who are similar to insiders, who learn the code quickly and see things as insiders do. That makes sense if you want people to mimic tried and true ways. But innovation requires people who see things differently and aren’t easily brainwashed.

March has shown that companies with large numbers of people who don’t follow the code do better at exploration. Such people rely on their own knowledge to get work done, which produces more varied solutions. Companies that want innova- tion need to tolerate contrarians, heretics and eccentrics, even though many of their ideas lead to failure. Hiring only fast learners may be cost-effective in the short term but undermines innovation over the long haul.

You might even hire some smart people who had bad grades in school. In his 1999 book “Origins of Genius,” creativity researcher Dean Keith Simonton points out, “To obtain high marks in school often requires a high degree of conformity to conventional ways of looking at the world and people.” By contrast, smart people who get bad grades are listening to their inner voice, doing what they find interesting and right. Simonton writes, “Darwin disliked school and was quite con- tent to be a mediocre student at the university; yet he was also deeply committed to self-education through extensive reading, scientific explorations of the English countryside and conversa- tions with established scientists.”

Successful slow learners are often paired with fast learners who protect and insulate them — and translate and promote their ideas. As the book “Strawberry Fields Forever: John Lennon Remembered” recounts, the late John Lennon often disagreed “out of sheer whim and perversity” with those around him, espe- cially fellow Beatle Paul McCartney and manager Brian Epstein; he couldn’t resist infuriating them with boasting and insults. Nevertheless, Lennon realized he needed them and admitted, “Paul and Epstein did have to cover up a lot for me ... contain- ing my personality from causing too much trouble.” Lennon’s talents might never have developed without their protection and compensating diplomacy.

Answer 1

This article is collection of all those quotes which helps and triggers you to think out of the box and teaches you whst you need to do inorder to be innovative in your field.

What are the difficulties you have to face when you adopt changes in organisation and innovation is such a thing which will not be accepted easily it needs time to be accepted by others.

1.Tomas Edison “You need a good imagination and a pile of junk.”

• This quote says about what you need to do to get an innovative ideas.
• We need different kind of ideas which should be different from existing one.
• If you want innovation you need to go for diversification.
• You get innovative ideas from junk pile means refused and discarded old ideas brings new ideas in mind when they are revised.

2.Jeff Miller has said that great sailors have vu ja de, a play on the phrase déjà vu.Vu ja de lets sailors.

• Quote says that when you race in same path again and again you will learn new things out of it even though you are on the same path.
• But you need to change view point of looking into that path.
• Whenever you move on particular path you will get distinct view than earlier one.

3.Break from the past.

• You need to give break to you old ideas and have to adopt new one.
• Always it's believed that old ideas are better than new ones but it will not give success in future.
• To be in market you need to get update yourself with changing technology and preferences of customer.

4.Provoke unpleasant emotions in others.

• Whenever you come up with an distinct idea it will not be easily accepted by others.
• You need to face opposition from others in work place.
• It will create unpleasant emotions like jealous, anger or sadness etc
• But you need to convince them about your idea.
• When idea triggers up in market you will be praised for your innovation.