Communications can be both formal staff meetings and

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Communications can be both formal – staff meetings and broadcast e-mails- and informal. o Formal communications are influenced by organizational structure, and such structure 3-8
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should be optimized to ensure such communications. o Informal communications require networks of employees who communicate on a voluntary basis. The organization should try to encourage these networks. Company social events can be important in this sense. o Unnecessary information that clogs the system – such as unnecessary broadcast e-mails – should be strongly discouraged. Such information generates information overload and clogs the system. o The communications system should be periodically reviewed to see if any adjustments are required. ii. Reward systems—Managers who want employees to be innovative must reward behaviors that lead to innovation. Too often firms reward A when they want B. One really does get what one pays for. iii. Organizational assumptions—need to be monitored to be sure they do not become counter-productive because of changes in the environment. Such changes occur quickly and organizational assumptions must be adjusted to keep pace. c. Political Processes—Innovation is political in nature. Politics in the organization are neither positive nor negative because they exist. Politics can help or hurt the innovation process depending on how they are used. Knowledge is power, and innovation - by generating new knowledge – generates power. By generating new power, innovation will change power and social structures. Withholding information may be a response to changes in the power structure. This can be detrimental to the long term success of the organization. IX. Technology Stages and Planning—As technology matures, the planning issues for utilizing and benefiting from the technology change. X. XI. The stages and strategic actions are: 3-9
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a. Start-up—R&D; New product and market development Focus o Broad based focused pointed towards using the new product to develop and defend a sustainable advantage Information Needs o Monitor competitive response to the product, and sense if any other breakthroughs have occurred as a result of the product introduction Communication o General information throughout the organization Power Sources o It is important to maintain close contact with external groups to identify any new opportunities the new product may generate and to ensure that we take advantage of them Key Personal o Technology people who can respond to any new opportunities our product generates Prime Strategic Focus o Further technical development o Market penetration b. Growth—New product and market development Focus o Close monitoring of the actions of competitors.
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  • Fall '19
  • a. product innovation

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