Good Practices for Innovation Initiatives: Lessons from a Well-known Telecommunications Company
Independent thesis Advanced level (professional degree), 20 credits / 30 HE creditsStudent thesis
Innovation has proven to be important for companies that want to stay competitive. What companies, especially large global companies, must realise is that they stand a risk of decreasing their innovative culture when their innovation processes are characterised by mechanistic structures such as formality and bureaucracy. The literature addresses this area but only touches the surface when suggesting elements that enhance innovative culture. The aim of this research was to find which innovation initiatives in the early stage of the innovation process can be considered good practices to improve the innovative culture in a large global company. To investigate this, the study examined the problems a large global company has with its innovative culture and what innovation initiatives might resolve them. The research was conducted as an exploratory and descriptive case study at Ericsson with 22 key employees participating in qualitative semi-structured interviews. During these interviews, both issues with the innovation culture and current innovation initiatives could be identified. Four major problems a large global company has regarding innovative culture were departmental separation, time limitations, limited slack in money and poor performance measures. This research also showed which categories of innovation initiatives could potentially solve each problem. The results indicated that departmental separation could potentially be solved by initiatives that unite different organisations and lead them towards the same goal. It could also be addressed by initiatives regarding internal sharing, internal collaboration and roles supporting innovation. Time limitations and limited slack in money can be addressed in either reactive or proactive ways. Both issues could be resolved reactively by introducing implementation initiatives, which means initiatives that involve people bringing employee´s ideas forward as part of their formal job description. Furthermore, time limitations could proactively be solved by initiatives that introduce slack or allocates time for innovation in employees´ schedules. Limited slack in money could be solved reactively by initiatives that introduce slack in money for organisations or initiatives that are focused on funding employees that come up with good ideas. The issue of poor performance measures was considered to be addressed by the same initiatives as those for time and money issues. This also can be solved by revising the current performance measures to make them more suitable for innovation.
Place, publisher, year, edition, pages
2014. , 132 p.
Teknik, Innovation initiatives, innovative culture, early phase, good practices
IdentifiersURN: urn:nbn:se:ltu:diva-59449Local ID: ff7e22bf-e395-4f63-8c18-392089e7c2e7OAI: oai:DiVA.org:ltu-59449DiVA: diva2:1032837
Subject / course
Student thesis, at least 30 credits
Industrial and Management Engineering, master's level
Rönnberg Sjödin, David
Validerat; 20140626 (global_studentproject_submitter)2016-10-042016-10-04Bibliographically approved