Organizing for Innovation Ch 13. Focus this chapter on: The methods by which firms organize for innovation.

Presentasi berjudul: "Organizing for Innovation Ch 13. Focus this chapter on: The methods by which firms organize for innovation."— Transcript presentasi:

1 Organizing for Innovation Ch 13

2 Focus this chapter on: The methods by which firms organize for innovation.

3 Organizational Mechanisms for Innovation

4 Perbedaan Karakteristik Desain Organisasi utk Inovasi Inovasi bukanlah aktivitas yang rutin. Tahapan dalam inovasi tak dapat diformalisasi atau dijelaskan secara detail pada banyak kasus, dan ada sejumlah ketidakpastian melingkupi tugas-tugas selama implementasi. Oleh karena itu, mekanisme organisasi yang efektif berbeda dari organisasi operasi.

5 Ada 2 perbedaan Perbedaan antara R&D dan Operasi Perbedaan antara Riset dan Pengembangan

6 Perbedaan R&D dan Operasi Departemen R&D diorganisasi untuk menciptakan produk dan proses yang inovatif, sedangkan operasi perlu predictability, reliability, dan efisiensi. Ada 3 dimensi perbedaan antara R&D dan Operasi: (1) nature of feedback, (2) goal orientation, (3) interpersonal orientation.

7 Penjelasan Nature of reedback. Dalam manufaktur, definisi tugas sangat jelas, sehingga hasil dari aktivitas dapat segera terlihat, sedangkan dalam R&D, tugas tidak terdefinisi dengan jelas, sehingga hasil dari kegiatan tidak jelas (ambigu) dan baru nampak setelah beberapa waktu kemudian. Goal orientation. Pada manufaktur, orientasi jangka pendek, sedangkan dalam R&D berorientasi jangka panjang.

8 Penjelasan Interpersonal Orientation. Pada dimensi ini, baik departemen manufaktur maupun R&D keduanya mirip. Orientasi interpersonal di kedua departemen cenderung IMPERSONAL (kurang dekat). Perbedaannya, pada lingkungan operasi, fokus individu pada opini, sedangkan pada dept R&D fokus individu pada informasi tertulis.

9 Perbedaan Riset dan Pengembagan Tidak semua inovasi itu sama. Kita kenal ada 3 macam riset: basic research, applied research, dan development. Untuk basic atau applied research, perusahaan cenderung untuk terpusat di laboratorium penelitian; sedangkan pada aktivitas development, bisa di dept R&D atau dengan bantuan product development team.

10 Project Organization Matrix Organization Matrix Organization Quasi-Structure Quasi-Structure

11 Board Chairman President Marketing Manager Manufctrg Manager Tech.Devlpn Manager Research Manager Controller Business Number 1 Business Number 2 Business Number 3 Business Number 4 Cost center function Profit center

12 Principle and Process of Organizing Terdapat dua persoalan: 1.Pemilihan Mekanisme Organisasional 2.Tantangan menjaga keterkaitan antar organisasi

13 Principle and Process of Organizing The choice of ogranizational mechanism: Environmental factors Strategic context Economic considerations Factors related to globalization Managing Linkage In-house activity External Sourcing

14 Environmental Factors These factors also determine the appropriate organizational forms for stimulating innovation.

15 Strategic Context There are two ways in which corporate strategy influences the mechanisms for organizing for innovation: Innovative activity is only one of the activities performed by a firm, which in turn is shaped by the firm’s corporate strategy. The corporate strategy has a profound influence (pengaruh besar) on the mix of research that a firm decides to carry out—basic, applied, or development.

16 Economic Consideration Centralization (terpusat di R&D dept), often yields internal benefits in research Decentralization (berada di masing2 dept), has the advantage of good external coupling and communication linkages with other organizational functions

17 Estrablishment of Overseas Research Units Two primary reason behind this move are the ability to tap into pools of scientific and technical labor and the attraction of a low-cost research basis.

18 MANAGING LINKAGE The linkages at the stategic level, need to be established and managed for the fruits of technology strategy to lead to value creation. The linkages are crucial both for in-house and externally sourced activities.

19 Role of Leadership

20 Four additional tasks: 1.Definition of purpose 2.Choice of leadership 3.Managing transaction, and 4.Resource allocation.