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Interesting your question
Thanks for sharing
When I think of organizational innovation I think of changing paradigms and, as a result of culture, organic structure, methods and work processes.
It can only happen with the full involvement and support of management, in other words Top Down
On the other hand, if people are not adhering to these changes, it is difficult to implement Innovation Organizationally, in other words Bottom Up
I will say that organizational innovation is only possible if all stakeholders are involved and support these changes.
Fostering a culture of innovation require two pronged approach. When it is bottom up driven people act as problem solvers.
On a top down approach leaders need to empower teams to work on pet projects on the side that serves as a petri dish to try solutions for problems that matter.
Leaders are responsible to bring experts with diverse experience and skillset to provide feedback
Transforming a Google kind of organization into an Alphabet group of companies was possible because of fostering such a.culture of innovation.
I believe driving innovation in an organization is a two way stream and can be driven by either approaches but the strategy will be different:
Top-Down Approach: Higher Management can suggest some innovative ideas but they need to ensure that the employees and organization have the capacity and capability to cope with the change and they should involve them in decision making as this will increase the likelihood of buy-in.
Bottom-Up Approach: When individuals suggest innovative ideas, they need to make sure they demonstrate the added value to the higher management in order to secure their buy-in.
In any organization, driving the innovation should be driven by the organization and accepted by individuals who will support this innovation or vice versa and that's why I mentioned it is a two-way stream and a collaboration between both.
Hope this makes sense.
When we talk about drive inovation in a organization I always think in change. So any process of change is condened to failure if it is not suported by top management.
As consequence I belive that the change must start with a top-down approach, changing the culture, the organization processes or politics, implies a strong engagement from top managers, then we can start spreading the change through middle management and bottom to finding allies that will help evangelize the rest of the organization.
Burn the candle at both ends.
There's no one way to run a project, or for that matter, run the organisation. For truly sustainable projects, which has happy clients in the long run, it is important camarederie is built at all levels. This includes clients, stakeholders and even the employees working in the project. Visibility and transparency are qualities which people appreciate, and really helps you come together as a team.
Wait, is this the same question? Okay, I'll bite. Same answer.
Any transformation is to be taken on as a collective partnership. No finger-pointing, no sit back and watch - as in a prescripted notion or allowance of change. Truly a partnership.
Definitely a two-pronged approach.
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