دانلود رایگان مقاله انگلیسی انتقال استراتژی: استراتژی یکپارچه سازی و توانایی شرکت برای نوآوری - الزویر 2018

Abstract

Innovation is a key source of organizational growth and profitability. Many organizations at the front end of innovation struggle to engender an innovation approach that is effective and lasting. This article presents a framework that defines the interdependency of innovation and strategy, and then outlines the role of top management to continuously renew the positioning of the firm. Based on a synthesis of prior research–—including the Dynamic Capabilities View, Innovation Orientation, and Disruptive Innovation Theory–—and our own experience working with organizations, we present an operational strategy shiftframework, which allows practitioners to increase, refine, and transform their firm’s capability to innovate (CTI) toward achieving their strategic objectives. This framework provides guidance that leaders can use to integrate innovation into their strategic process.

Final thoughts

In a time when businesses must accelerate constantly, their strategic architecture is slowing them down. Given that there is a trade-off between strategic agility and the amount of control and risk an organization desires, risk-averse mindsets are becoming increasingly dangerous. Top management has a significant influence on the firm’s orientation toward innovation and any new approaches must be born in the C-suite. The firm’s ability to create the greatest shareholder value at the most acceptable level of risk will be facilitated through the alignment of strategy and innovation. This shift in thinking and approach will prove to be the greatest challenge to leaders, and those who achieve this alignment will lead their industry. Yet it is safe to say that many organizations do not have an innovation approach. While there is no universally accepted approach to innovation, leaders need to consider what role it will play in their organization and how they intend to introduce and support an innovation culture. It begins by considering how employees should think and act–—this is the classic definition of culture–—in order to achieve desired organizational objectives. Management needs to make conscious choices to select a framework that optimizes the relationship between strategy and innovation. Such choices may be met with resistance at first, and in fact may have adverse effects on the efficacy of current organizational processes in the short term. In the mid to long term, they will inevitably lead to enhanced adaptive and dynamic capabilities. In our view these choices are no longer an option, they are a necessity.