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The idea-driven organization : unlocking the power in bottom-up ideas / / Alan G. Robinson and Dean M. Schroeder
| The idea-driven organization : unlocking the power in bottom-up ideas / / Alan G. Robinson and Dean M. Schroeder |
| Autore | Robinson Alan G |
| Edizione | [1st edition] |
| Pubbl/distr/stampa | San Francisco, California : , : Berrett-Koehler Publishers, Inc., , 2014 |
| Descrizione fisica | 1 online resource (212 p.) |
| Disciplina | 658.4/038 |
| Altri autori (Persone) | SchroederDean M |
| Soggetto topico |
Suggestion systems
Management - Employee participation Corporate culture Organizational change Organizational effectiveness |
| Soggetto genere / forma | Electronic books. |
| ISBN |
1-62656-125-7
1-62656-124-9 |
| Formato | Materiale a stampa  |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Cover; 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
Key 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 Step 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 Innovations 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 |
| Record Nr. | UNINA-9910464202303321 |
Robinson Alan G
|
||
| San Francisco, California : , : Berrett-Koehler Publishers, Inc., , 2014 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
The idea-driven organization : unlocking the power in bottom-up ideas / / Alan G. Robinson, Dean M. Schroeder
| The idea-driven organization : unlocking the power in bottom-up ideas / / Alan G. Robinson, Dean M. Schroeder |
| Autore | Robinson Alan G |
| Edizione | [1st edition] |
| Pubbl/distr/stampa | San Francisco : , : Berrett-Koehler Publishers, Inc., , [2014] |
| Descrizione fisica | 1 online resource (xiii, 190 pages) : illustrations |
| Disciplina | 658.4/038 |
| Collana |
BK business book
Gale eBooks |
| Soggetto topico |
Suggestion systems
Management - Employee participation Organizational change Organizational effectiveness Corporate culture |
| ISBN |
1-62656-125-7
1-62656-124-9 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Cover; 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
Key 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 Step 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 Innovations 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 |
| Record Nr. | UNINA-9910789399503321 |
|
Robinson Alan G
|
||
| San Francisco : , : Berrett-Koehler Publishers, Inc., , [2014] | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
The idea-driven organization : unlocking the power in bottom-up ideas / / Alan G. Robinson, Dean M. Schroeder
| The idea-driven organization : unlocking the power in bottom-up ideas / / Alan G. Robinson, Dean M. Schroeder |
| Autore | Robinson Alan G |
| Edizione | [1st edition] |
| Pubbl/distr/stampa | San Francisco : , : Berrett-Koehler Publishers, Inc., , [2014] |
| Descrizione fisica | 1 online resource (xiii, 190 pages) : illustrations |
| Disciplina | 658.4/038 |
| Collana |
BK business book
Gale eBooks |
| Soggetto topico |
Suggestion systems
Management - Employee participation Organizational change Organizational effectiveness Corporate culture |
| ISBN |
1-62656-125-7
1-62656-124-9 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Cover; 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
Key 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 Step 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 Innovations 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 |
| Record Nr. | UNINA-9910822293303321 |
|
Robinson Alan G
|
||
| San Francisco : , : Berrett-Koehler Publishers, Inc., , [2014] | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Ideas are free [[electronic resource] ] : how the idea revolution is liberating people and transforming organizations / / Alan G. Robinson, Dean M. Schroeder
| Ideas are free [[electronic resource] ] : how the idea revolution is liberating people and transforming organizations / / Alan G. Robinson, Dean M. Schroeder |
| Autore | Robinson Alan G |
| Edizione | [1st edition] |
| Pubbl/distr/stampa | San Francisco, : Berrett-Koehler, [2006], c2005 |
| Descrizione fisica | 1 online resource (255 p.) |
| Disciplina |
658
658.314 |
| Altri autori (Persone) | SchroederDean M |
| Soggetto topico |
Corporate culture
Management - Employee participation Organizational change Organizational effectiveness Suggestion systems |
| Soggetto genere / forma | Electronic books. |
| ISBN |
1-282-30000-8
9786612300004 1-60509-017-4 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Contents; Preface; Acknowledgments; CHAPTER 1 THE IDEA REVOLUTION; What's in an Idea?; How Ideas Drive a Culture of High Performance; The Need for Managerial Humility; Why Organizations Never Run Out of Improvement Opportunities; Overview of the Book's Main Points; Conclusion; CHAPTER 2 THE POWER OF SMALL IDEAS; Excellence Depends on Small Ideas; Small Ideas and Rapid Organizational Learning; Sustainable Competitive Advantage; How Small Ideas Lead to Big Ones; The True Currency of Managing Ideas; Key Points; CHAPTER 3 THE PITFALLS OF REWARDS; Some Inconvenient Evidence
Why Do People Step Forward with Ideas?The Invisible Costs of Rewards; Reward Systems That Work; Key Points; CHAPTER 4 MAKING IDEAS EVERYONE'S JOB; "It's Not Your Job to Think"; Making Ideas Part of Employees' Work; Making Ideas Part of the Work of Supervisors; Making Ideas Part of the Work of Middle Managers; Making Ideas Part of the Work of Senior Leaders; Making Ideas Part of the Organization's Work; Key Points; CHAPTER 5 PUTTING THE PROCESS IN PLACE; Characteristic 1: Ideas Are Encouraged and Welcomed; Characteristic 2: Submitting Ideas Is Simple Characteristic 3: Evaluation of Ideas Is Quick and Effective Characteristic 4: Feedback Is Timely, Constructive, and Informative; Characteristic 5: Implementation Is Rapid and Smooth; Characteristic 6: Ideas Are Reviewed for Additional Potential; Characteristic 7: People Are Recognized, and Success Is Celebrated; Characteristic 8: Idea System Performance Is Measured, Reviewed, and Improved; Key Points; CHAPTER 6 FOCUSING ON WHAT MATTERS MOST; Choosing What to Focus On; Making Focus a Way of Life; Key Points; CHAPTER 7 GETTING MORE AND BETTER IDEAS; How People Come Up with Ideas Idea Activators How to Broaden Employees' Perspectives; Improving Alertness to Problems and Opportunities; Key Points; CHAPTER 8 LIBERATION AND TRANSFORMATION; Ideas and Attitudes; Ideas and Respect, Trust, and Involvement; Ideas and Interpersonal Relations; How Ideas Counter Learned Helplessness; Ideas and a High-Performance Culture; Parting Thoughts; Key Points; Notes; Index; About the Authors |
| Record Nr. | UNINA-9910454189003321 |
|
Robinson Alan G
|
||
| San Francisco, : Berrett-Koehler, [2006], c2005 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Ideas are free [[electronic resource] ] : how the idea revolution is liberating people and transforming organizations / / Alan G. Robinson, Dean M. Schroeder
| Ideas are free [[electronic resource] ] : how the idea revolution is liberating people and transforming organizations / / Alan G. Robinson, Dean M. Schroeder |
| Autore | Robinson Alan G |
| Edizione | [1st edition] |
| Pubbl/distr/stampa | San Francisco, : Berrett-Koehler, [2006], c2005 |
| Descrizione fisica | 1 online resource (255 p.) |
| Disciplina |
658
658.314 |
| Altri autori (Persone) | SchroederDean M |
| Soggetto topico |
Corporate culture
Management - Employee participation Organizational change Organizational effectiveness Suggestion systems |
| ISBN |
1-60994-357-0
1-282-30000-8 9786612300004 1-60509-017-4 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Contents; Preface; Acknowledgments; CHAPTER 1 THE IDEA REVOLUTION; What's in an Idea?; How Ideas Drive a Culture of High Performance; The Need for Managerial Humility; Why Organizations Never Run Out of Improvement Opportunities; Overview of the Book's Main Points; Conclusion; CHAPTER 2 THE POWER OF SMALL IDEAS; Excellence Depends on Small Ideas; Small Ideas and Rapid Organizational Learning; Sustainable Competitive Advantage; How Small Ideas Lead to Big Ones; The True Currency of Managing Ideas; Key Points; CHAPTER 3 THE PITFALLS OF REWARDS; Some Inconvenient Evidence
Why Do People Step Forward with Ideas?The Invisible Costs of Rewards; Reward Systems That Work; Key Points; CHAPTER 4 MAKING IDEAS EVERYONE'S JOB; "It's Not Your Job to Think"; Making Ideas Part of Employees' Work; Making Ideas Part of the Work of Supervisors; Making Ideas Part of the Work of Middle Managers; Making Ideas Part of the Work of Senior Leaders; Making Ideas Part of the Organization's Work; Key Points; CHAPTER 5 PUTTING THE PROCESS IN PLACE; Characteristic 1: Ideas Are Encouraged and Welcomed; Characteristic 2: Submitting Ideas Is Simple Characteristic 3: Evaluation of Ideas Is Quick and Effective Characteristic 4: Feedback Is Timely, Constructive, and Informative; Characteristic 5: Implementation Is Rapid and Smooth; Characteristic 6: Ideas Are Reviewed for Additional Potential; Characteristic 7: People Are Recognized, and Success Is Celebrated; Characteristic 8: Idea System Performance Is Measured, Reviewed, and Improved; Key Points; CHAPTER 6 FOCUSING ON WHAT MATTERS MOST; Choosing What to Focus On; Making Focus a Way of Life; Key Points; CHAPTER 7 GETTING MORE AND BETTER IDEAS; How People Come Up with Ideas Idea Activators How to Broaden Employees' Perspectives; Improving Alertness to Problems and Opportunities; Key Points; CHAPTER 8 LIBERATION AND TRANSFORMATION; Ideas and Attitudes; Ideas and Respect, Trust, and Involvement; Ideas and Interpersonal Relations; How Ideas Counter Learned Helplessness; Ideas and a High-Performance Culture; Parting Thoughts; Key Points; Notes; Index; About the Authors |
| Record Nr. | UNINA-9910782788903321 |
|
Robinson Alan G
|
||
| San Francisco, : Berrett-Koehler, [2006], c2005 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Ideas are free [[electronic resource] ] : how the idea revolution is liberating people and transforming organizations / / Alan G. Robinson, Dean M. Schroeder
| Ideas are free [[electronic resource] ] : how the idea revolution is liberating people and transforming organizations / / Alan G. Robinson, Dean M. Schroeder |
| Autore | Robinson Alan G |
| Edizione | [1st edition] |
| Pubbl/distr/stampa | San Francisco, : Berrett-Koehler, [2006], c2005 |
| Descrizione fisica | 1 online resource (255 p.) |
| Disciplina |
658
658.314 |
| Altri autori (Persone) | SchroederDean M |
| Soggetto topico |
Corporate culture
Management - Employee participation Organizational change Organizational effectiveness Suggestion systems |
| ISBN |
1-60994-357-0
1-282-30000-8 9786612300004 1-60509-017-4 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Contents; Preface; Acknowledgments; CHAPTER 1 THE IDEA REVOLUTION; What's in an Idea?; How Ideas Drive a Culture of High Performance; The Need for Managerial Humility; Why Organizations Never Run Out of Improvement Opportunities; Overview of the Book's Main Points; Conclusion; CHAPTER 2 THE POWER OF SMALL IDEAS; Excellence Depends on Small Ideas; Small Ideas and Rapid Organizational Learning; Sustainable Competitive Advantage; How Small Ideas Lead to Big Ones; The True Currency of Managing Ideas; Key Points; CHAPTER 3 THE PITFALLS OF REWARDS; Some Inconvenient Evidence
Why Do People Step Forward with Ideas?The Invisible Costs of Rewards; Reward Systems That Work; Key Points; CHAPTER 4 MAKING IDEAS EVERYONE'S JOB; "It's Not Your Job to Think"; Making Ideas Part of Employees' Work; Making Ideas Part of the Work of Supervisors; Making Ideas Part of the Work of Middle Managers; Making Ideas Part of the Work of Senior Leaders; Making Ideas Part of the Organization's Work; Key Points; CHAPTER 5 PUTTING THE PROCESS IN PLACE; Characteristic 1: Ideas Are Encouraged and Welcomed; Characteristic 2: Submitting Ideas Is Simple Characteristic 3: Evaluation of Ideas Is Quick and Effective Characteristic 4: Feedback Is Timely, Constructive, and Informative; Characteristic 5: Implementation Is Rapid and Smooth; Characteristic 6: Ideas Are Reviewed for Additional Potential; Characteristic 7: People Are Recognized, and Success Is Celebrated; Characteristic 8: Idea System Performance Is Measured, Reviewed, and Improved; Key Points; CHAPTER 6 FOCUSING ON WHAT MATTERS MOST; Choosing What to Focus On; Making Focus a Way of Life; Key Points; CHAPTER 7 GETTING MORE AND BETTER IDEAS; How People Come Up with Ideas Idea Activators How to Broaden Employees' Perspectives; Improving Alertness to Problems and Opportunities; Key Points; CHAPTER 8 LIBERATION AND TRANSFORMATION; Ideas and Attitudes; Ideas and Respect, Trust, and Involvement; Ideas and Interpersonal Relations; How Ideas Counter Learned Helplessness; Ideas and a High-Performance Culture; Parting Thoughts; Key Points; Notes; Index; About the Authors |
| Record Nr. | UNINA-9910818257003321 |
|
Robinson Alan G
|
||
| San Francisco, : Berrett-Koehler, [2006], c2005 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||