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Managing the Innovation Process: Exerting influence to get the job done

Managing the Innovation Process: Exerting influence to get the job done. Managing in Information-Intensive Companies Prof. Morten Hansen Sept. 17 2010. Navigating the political and social part of the organization is crucial.

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Managing the Innovation Process: Exerting influence to get the job done

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  1. Managing the Innovation Process:Exerting influence to get the job done Managing in Information-Intensive Companies Prof. Morten Hansen Sept. 17 2010

  2. Navigating the political and social part of the organization is crucial • Even in the best companies, there is always a social and political context to innovation • Social: working through the “messy” informal organization to obtain buy-in • Political: other stakeholders with different and sometimes competing interests • Implication: never, never, assume that a rational case for an innovation project is sufficient • Don’t just argue the merit of the project

  3. Who has a stake in the project, and what are their issues? Up, down, and across. Managing Up -Frame project so that meets boss’ (and boss’ boss’) needs -Manage decision making committee (their concerns) -Gain and leverage sponsorship from sr. mngrs. Managing Across -Co-opt other departments -Build coalitions -Build and use network -Trade favors: rely on reciprocity -Frame for common ground with each stakeholder* -Appeal to emotions, not only merits of the project* Managing Down -Find and enlist the right people (appeal to entrepreneurship) -Use passion to engage -Provide escapes if it fails See: “The necessary art of persuasion,” by Jay Conger, Harvard Business Review 1998.

  4. Use proven influence tactics-do not rely on “the hierarchy” Source: “Harnessing the science of persuasion,” by Robert Cialdini, Harvard Business Review, Oct 2001; “Influence: The Psychology of Persuasion,” by Robert Cialdini, Collins, 2007.

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