دانلود رایگان مقاله تحول چشم انداز از طریق محافل ریشه ای و افزایش قابلیت توسعه نوآوری

How wasit possible that a giantlike Microsoft,totally focused on software, with a strong hold on business clients and productivity applications, decided to dive into a journey made of hardware, young consumers, and entertainment? How did it happen that Microsoft developed a totally new platform, the Xbox, with an operative system that was incompatible with Windows, its incumbent core technology? Despite a widespread advocacy aboutthe need for business transformation, very few organizations are successful in implementing a transformation change strategy like the one that transformed Microsoft. There are arguments that innovation is at the heart of triggering business transformation. A common thread in recent innovation studies isthat innovation comes from a diffused process of ideation. This perspective assumes that the major challenge for innovating is to have a good idea; once the idea is created, its value can be easily recognized by executives and developed by the organization. This perspective has prompted corporations, and scholars, to improve their waysto generate ideas. This orientation also has spurred a significant interest on how to foster the creativity of individuals, through design thinking, and the development of tools and methods to enhance thinking ‘‘outside of the box’’.

CONCLUSIONS

A radical vision transformation is an innovation that changes the values of an organization. As a natural consequence of the reframing of its value parameters, a vision transformation usually implies the creation of a new strategy, new products and or services, and new organizational configurations (such as structures and key processes). We have investigated how radical circles can trigger a bottom-up process of vision innovation in businesses. The argumentthatinnovation perspectives based on ideation struggles in the context of vision transformation was advanced. Two perspectives of vision transitions, a developmental and a radical vision transformation were briefly discussed. The manuscript claimed that at the heart of radical vision transformation one can find a radical circle. This manuscript, based on ourstudy of Microsoft, articulate the essence of radical circle as an engine of radical vision transformation. By exploring how Microsoft, a company totally focused on software, business clients and productivity applications, succeeded to dive into a journey made of hardware, young consumers, and entertainment, the paper captured the nature, dynamics and outcomes of a radical circle.