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ABSTRACT
Module 7 - Incenting Innovation
This module will cover the subjects of incenting, recognizing,
and rewarding tangible innovation. There are a variety of
structures, processes, tools, and techniques that managers
have at their disposal. Certain approaches are bigger picture
and help to drive and foster innovative cultures and environments,
but have little application at lower levels such as recognizing
innovations that occur on a specific product or project. Other
approaches are more tactical and operational in nature and
are best applied to reward product and project innovations.
These tactical approaches, when done over a long period of
time can begin to have positive cultural and environmental
implications.
Does your company have a technical track and a management
track? Is group innovation recognized and rewarded? How about
individual innovation? What types, frequencies, and levels
of recognition and reward get the most meaningful results?
While the management science that addresses these questions
is still far from exact and statistically correlated at this
time, there are some "practice-verified" techniques
that are generally believed to correlate to innovation improvement.
Selected results from the 2004 APQC Study [see
Module 2 abstract], in which Brad Goldense was Subject
Matter Expert, also addressed certain recognition and reward
techniques used by the five best practice partners and the
fifteen sponsor organizations. One section of GGI's 2000 Product
Development Metrics Survey also researched reward and recognition
techniques. Relevant results from these two research-based
benchmarking activities will be presented.
The goal of this module is to present Summit participants
with a range of motivational mechanisms to nurture innovation
from both a top-down and bottom-up perspective.
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