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An Approach to Agility in Enterprise Innovation

This research examines the role of Enterprise Content Management (ECM) in supporting innovation processes within organizations. It explores the importance of unstructured information, the challenges faced by CEOs in achieving returns on innovation investments, and the benefits of an innovation-oriented ECM platform. The study formulates requirements for developing innovation support in the context of an ECM system, defines the meaning of innovation, and looks at innovation management from a subject-oriented perspective. It also highlights the benefits of the S-BPM approach in the innovation process.

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An Approach to Agility in Enterprise Innovation

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  1. AnApproachtoAgilityinEnterpriseInnovation Alexander Gromoff, Valery Chebotarev, Kristin Evina and YuliaStavenko National Research University “Higher School of Economics”, Russia

  2. EnterpriseContentManagement

  3. Certain trends • Improving efficiency and optimizing business processes are currently the biggest drivers for ECM in mostorganizations - by a factor of 2:1 over compliance, whereas 3 years ago they were equal(«State of the ECM Industry 2010» AIIM Market Intelligence). • The amount of unstructured information exceeds 80% of the meaningful the entire enterprise content. “Content Chaos” is the strongest driver («State of the ECM Industry 2010» AIIM Market Intelligence). • Frommore than 900 CEOs surveyed, less than half are satisfied with the financial returns or (ROI) on their investments in innovation (BCG).

  4. Business value of ECM • ERP is oriented on operational (repeated and reproduced)activities. • Innovations are unique. Information about innovation is necessary for itsappearance and development (unstructured and unformulated) =>ERP – ‘high fence’for innovations, and ‘thinking is for dummies’ –Bissmark “Art of war” • ECMallows to accelerate and strengthen innovation processes.

  5. Innovation-Oriented ECM platform • It must maintain and support the innovation process as macro-process throughout its life-cycle. • It should depend on the goals of innovation development organization. • It should be based onmethodology used for its realization and social meaningful factors.

  6. Innovation lifecyclein social system external environment Information about the external environment Organization as an open system

  7. Plan of the study • Formulate requirementsfor developing innovation support in the context of an ECM system. • Define the meaning of innovation. • Find how to set up an ECM system in order to support the innovation management process. • Look at innovation management process from the subject-oriented point of view. • Summarize the benefits of S-BPM approach with relation to the socio-psychological view on specific roles of subjects participating in innovation processes.

  8. Innovation • Innovation is a process of converting implicitknowledge into value and competitive advantagefor better ways of doing business. • It improves efficiency and effectiveness of a product, process, or service. • Innovation is fundamentally a continuous macro-process over the business processes. • The goal is toembed innovationin business processes execution and gain new level of profit.

  9. Innovation as a subject of research in management theories

  10. Approaches to the innovation process management

  11. Innovation activities support • Features: • Attitude to subjects:

  12. Paradigm 2: Intellectual Resources Support (Subjects of Innovation Activities) InnovationProcessManagement • Self-organized nature, including networked structures, social networks and thus creating conditions for the diffusion of intellectual outputs; • High-level management has to be decentralized as a consequence of the self-organizing structure; • The system has to offer its intellectual resources and their competences - ‘fresh stream’ of the ideas, approaches, and solutions to the internal competences; • The system must operate on “natural selection” mechanisms.

  13. Typical scenario of an innovation process 2. employee brings the novation to his manager 3. employee’s manager likes or dislikes the novation 4. He asks for more research and expert estimation 1. employee creates a novation 5. needs to identify the right experts within the company to find what research may have already been conducted on the same topic 7. will not receive no rewards or incentives for the contribution and idea submission 6. need to socialize their idea with the entire company

  14. Problems • The value of getting things right time can induce a fear of mistakes and experimentation • Managers who are not as secure as they should be can resist or block ideas that are not their own or which they see as threatening. • It takes to long to communicate and have feedback. • Limited number of experts can be involved. • No structured processes in place to drive such cross functional collaboration. • A significant amount of work is required by employees to refine their ideas. • No method to socialize the idea with a wide audience and no incentive to contribute.

  15. Innovation Process Management 3. exposes the novation to a created community of experts identified by using expert search mechanism 1. employee creates a novation 2. searches for experts 4. experts review the novation and have their feedback. High-rated novationsare approvedor rejected. 5. Innovation accepted and implemented by Innovation Management Office

  16. Innovation Process Management from S-BPM point of view

  17. Knowledge Community Creation Experts Initiator Novation Generation Expert search Unified communications Corporate culture changes Innovation development policy

  18. Results of Knowledge Community Creation Stage • Develop a culture of innovation:enable more people to participate in the innovation process, and provide the mechanism for generating valuable novations. • Include in the network of innovation communities only those employees who want to be and can be engaged in innovation development. • Each employee who wishes to be engaged in the innovation process has to study and undertake certain common rules for all participants. Rezak's "Links decide all, Rules for positive networking" provides proven rules for the creation of these types of networks. Rezak D., Links decide all, Rules for positive networking, 2009, p. 208

  19. Innovation Identification and Approval Initiator Experts

  20. Results of Innovation Identification and Approval Stage • Increase visibility to the innovation process:clear process for developing, evaluating innovations. • Take into account a variety of intellectual investment sources, interdependence and parallelism of development cycles of an innovation. • Increase speed of the innovation process: resolve problems faster. • Creation of expert competence centers, where knowledge can be accumulated, stored and distributed enterprise-wide. Experts in such centers should be linked cross-functionally, thus elaborating solutions for complex interdisciplinary problems.

  21. Conclusions • High-grade innovation-focused ECM system can be (and must be) designed on a platform of subject-oriented innovation process management. • The S-BPM implementation as part of an innovation ECM system gives enterprises a powerful tool for independent management of business processes and ECM system services and speeding up innovation’s profit appears.

  22. Thanks for the attention! • Questions?

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