LEADER 04642nam 2200721 450 001 9910464202303321 005 20200520144314.0 010 $a1-62656-125-7 010 $a1-62656-124-9 035 $a(CKB)3710000000089883 035 $a(EBL)1565983 035 $a(SSID)ssj0001132373 035 $a(PQKBManifestationID)11733859 035 $a(PQKBTitleCode)TC0001132373 035 $a(PQKBWorkID)11147434 035 $a(PQKB)11577536 035 $a(MiAaPQ)EBC1565983 035 $a(CaSebORM)9781626561236 035 $a(Au-PeEL)EBL1565983 035 $a(CaPaEBR)ebr10840164 035 $a(CaONFJC)MIL577147 035 $a(OCoLC)870994787 035 $a(EXLCZ)993710000000089883 100 $a20140305h20142014 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 14$aThe idea-driven organization $eunlocking the power in bottom-up ideas /$fAlan G. Robinson and Dean M. Schroeder 205 $a1st edition 210 1$aSan Francisco, California :$cBerrett-Koehler Publishers, Inc.,$d2014. 210 4$dİ2014 215 $a1 online resource (212 p.) 300 $aIncludes index. 311 $a1-62656-123-0 320 $aIncludes bibliographical references and index. 327 $aCover; Contents; Preface; 1 THE POWER IN FRONT-LINE IDEAS; The Clarion-Stockholm Hotel; The Impact of Front-Line Ideas: The 80/20 Principle; Creating an Idea-Driven Organization; Why Are Idea-Driven Organizations So Rare?; Realigning the Organization for Ideas; Effective Idea Processes; Getting More and Better Ideas; Idea Systems and Innovativeness; 2 A DIFFERENT KIND OF LEADERSHIP; Why Leaders Are Often Blind to Front-line Ideas; Fighting Back; Key Points; 3 ALIGNING THE ORGANIZATION TO BE IDEA DRIVEN: Strategy, Structure, and Goals; Strategy and Goal Alignment; Structuring for Ideas 327 $aKey Points4 ALIGNING THE ORGANIZATION TO BE IDEA DRIVEN: Management Systems; Budgeting and Resourcing the Idea Process; Aligning Policies and Rules; Aligning Processes and Procedures; Aligning Evaluation and Reward Systems; Conclusion; Key Points; 5 HOW EFFECTIVE IDEA PROCESSES WORK; The Kaizen Teian Process; Team-Based Processes; Facilitation; Escalation; The Electronic Suggestion Box Trap; Key Points; 6 IMPLEMENTING A HIGH-PERFORMING IDEA SYSTEM; Step 1 Ensure the leadership's long-term commitment to the new idea system 327 $aStep 2 Form and train the team that will design and implement the systemStep 3 Assess the organization from an idea management perspective; Step 4 Design the idea system; Step 5 Start correcting misalignments; Step 6 Conduct a pilot test; Step 7 Assess the pilot results, make adjustments, and prepare for the launch; Step 8 Roll out the system organization-wide; Step 9 Continue to improve the system; Key Points; 7 WAYS TO GET MORE AND BETTER IDEAS; Problem Finding; Creating a Problem-Sensitive Organization; Key Points; 8 FRONT-LINE IDEAS AND INNOVATION 327 $aInnovations Often Need Front-Line Ideas to WorkFront-Line Ideas Create Capabilities That Enable Innovations; Front-Line Ideas Can Transform Routine Innovations into Major Breakthroughs; Front-Line Ideas Can Open Up New Opportunities for Innovation; Setting Up an Idea System Removes Many of the Barriers to Innovation; Bringing It All Together; Conclusion; Key Points; Notes; Acknowledgments; Index; A; B; C; D; E; F; G; H; I; J; K; L; M; N; O; P; Q; R; S; T; U; V; W; Z; About the Authors 330 $aIn their much-anticipated sequel to the bestseller Ideas Are Free (over 50,000 copies sold), Alan Robinson and Dean Schroeder explain that employee ideas are no longer a "nice-to-have" but rather the very lifeblood of competitiveness, culture, and strategy. Their new book shows how to align every part of the organization around generating and implementing ideas at the front line. 606 $aSuggestion systems 606 $aManagement$xEmployee participation 606 $aCorporate culture 606 $aOrganizational change 606 $aOrganizational effectiveness 608 $aElectronic books. 615 0$aSuggestion systems. 615 0$aManagement$xEmployee participation. 615 0$aCorporate culture. 615 0$aOrganizational change. 615 0$aOrganizational effectiveness. 676 $a658.4/038 700 $aRobinson$b Alan G$0146242 701 $aSchroeder$b Dean M$0906208 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910464202303321 996 $aThe idea-driven organization$92490549 997 $aUNINA