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Download The Idea-Driven Organization: Unlocking the Power in Bottom-Up Ideas fb2, epub

by Alan G. Robinson,Dean M. Schroeder

Download The Idea-Driven Organization: Unlocking the Power in Bottom-Up Ideas fb2, epub

ISBN: 1626561230
Author: Alan G. Robinson,Dean M. Schroeder
Language: English
Publisher: Berrett-Koehler Publishers; 1 edition (March 31, 2014)
Pages: 216
Category: Business Culture
Subcategory: Money
Rating: 4.4
Votes: 310
Size Fb2: 1197 kb
Size ePub: 1803 kb
Size Djvu: 1421 kb
Other formats: azw lrf lit txt


John Toussaint, former CEO, ThedaCare, and author of On the Mend and Potent Medicine. The idea-driven organization is one that steadfastly listens to its people to ensure the organization remains safe, responsible, productive, and continuously improving. Robinson and Schroeder provide an insightful guide for leaders who are vested in engaging the minds of their frontline employees

The Idea-Driven Organization: Unlocking the Power in Bottom-Up Ideas. With Robinson and Schroeder’s advice, you can unleash a constant stream of great ideas that will strengthen every facet of your organization.

The Idea-Driven Organization: Unlocking the Power in Bottom-Up Ideas. by Alan G. Robinson and Dean M. Schroeder. Read on the Scribd mobile app. Download the free Scribd mobile app to read anytime, anywhere.

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The Idea-Driven Organization book Power in Ideas Once a problem is identified, ask front-line staff for ideas on how to solve it.

The Idea-Driven Organization book. Robinson and Schroeder make a bold claim that the quality of a company's output is directly related to a business measure that few companies track or understand: the ideas of employees. Ironically, the authors show that most managers and Companies say that they want to be innovative, high-performing, and rewarding places to work. Yet the reality is often quite different. Power in Ideas Once a problem is identified, ask front-line staff for ideas on how to solve it.

Building on their previous book, Ideas Are Free, they tell us how to create an environment to encourage the free flow of ideas to become . .

The Idea-Driven Organization is a challenge to the dominant paradigm of 'Manager Knows Best', replacing it with a more balanced program of top-directed but bottom-driven initiative to keep creativity and productivity flowing. Building on their previous book, Ideas Are Free, they tell us how to create an environment to encourage the free flow of ideas to become a high performing organization. -Jeffrey K. Liker, PhD, Professor, University of Michigan, and author of The Toyota Way.

Their advice will enable leaders to build organizations capable of implementing 20, 50, or even 100 ideas per employee per year

Meet The Men Behind Idea-Driven Organization. Dr. Alan G. Robinson. Dean M. Schroeder is also an award-winning author, consultant & scholar whose work helping organizations improve management outcomes continues to garner praise.

Meet The Men Behind Idea-Driven Organization. His specialties include lean production, managing continuous improvement, creativity, ideas and innovation. His best-selling book, Ideas Are Free, co-authored by Alan Robinson, was voted the Reader’s Choice by Fast Company magazine and selected as one of the 30 best business books of the year by Soundview Executive Books.

Power in Bottom-Up Ideas Alan G Robinson and Dean M Schroeder. Date: March 31, 2014.

The Idea-Driven Organization: Unlocking the Power in Bottom-Up Ideas Alan G Robinson and Dean M Schroeder. Availability: Usually ships within 24 hours. Item No: 9781626561236. Using numerous examples, Robinson and Schroeder argue that the employees who interact directly with your customers, make your products, and provide your services are in the best position to see where problems exist and what improvements and new offerings would have the most impact.

Get the key ideas from. The Idea-Driven Organization. Unlocking the Power of Bottom-Up Ideas. Robinson is an author and business advisor who has worked with over 200 leading companies, including IKEA and Kraft. Schroeder is a management consultant and author. His best-selling book, Ideas Are Free, was voted Reader’s Choice by Fast Company magazine.

With Robinson and Schroeder’s advice, you can unleash a constant stream of great ideas that will strengthen every facet of your organization

Their advice will enable leaders to build organizations capable of implementing 20, 50, or even 100 ideas per employee per year. To read this book, upload an EPUB or FB2 file to Bookmate.

Too many organizations are overlooking, or even suppressing, their single most powerful source of growth and innovation. And it’s right under their noses. The frontline employees who interact directly with your customers, make your products, and provide your services have unparalleled insights into where problems exist and what improvements and new offerings would have the most impact. In this follow-up to their bestseller Ideas Are Free, Alan G. Robinson and Dean M. Schroeder show how to align every part of an organization around generating and implementing employee ideas and offer dozens of examples of what a tremendous competitive advantage this can offer. Their advice will enable leaders to build organizations capable of implementing 20, 50, or even 100 ideas per employee per year. Citing organizations from around the world, they explain what’s needed to put together a management team that can lead the type of organization that embraces grassroots ideas and describe the strategies, policies, and practices that enable them. They detail exactly how high-performing idea processes work and how to design one for your organization. There’s constant pressure today to do more with less. But cutting wages and benefits and pushing people to work harder with fewer resources can go only so far. Ironically, the best solution resides with the very people who have been bearing the brunt of these measures. With Robinson and Schroeder’s advice, you can unleash a constant stream of great ideas that will strengthen every facet of your organization.

Comments:

SkroN
Conversations I have with business leaders rapidly move to one common problem: The current business environment is brutal, and shareholders are not satisfied with anything less than growth.
The knee-jerk answer is to grow the bottom line by cutting costs, which usually means cutting jobs and squeezing suppliers further. However, as Tom Peters famously pointed out in 1997, “You can’t shrink your way to greatness.” You could not then, and you cannot now.
Clearly, if your strategy is flawed, nothing will help until that is problem is resolved. However, your strategy is essentially sound, the ideas driven organization could well be the full answer to your problems, or at least a substantial part of it. Let me repeat that: The central idea of this book could well be the full answer to your problems, or at least a substantial part of it.
The authors, Robinson and Schroeder are consultants, and lecturers. Between them, they have advised hundreds of organizations in more than twenty -five countries on how to improve their innovativeness and performance.
Their solution involves the very people that bear much of the burden of the problem – frontline employees. These people see many problems and opportunities that their managers do not, but organizations have very successfully suppressed their ideas rather than promoting them.
If managers were able to implement twenty, fifty, or even a hundred ideas per person per year, everything would change. If this sounds fantastical, it is not. Organization that have implemented processes to garner frontline employee’s ideas and then implement the best ones have shown spectacular growth, even in difficult trading conditions.
Dave Brailsford, director of British Cycling and manager of cycling’s Team Sky, was asked how the team managed to win seven out of a possible ten gold medals at the 2012 Olympics. He explained that it was not one critical thing that did it, rather it was “the aggregation of marginal gains,” – doing many things, just a little bit better.
This is true for business as well.
Traditionally, organizations have been directed and driven from the top. To achieve today, in this difficult environment, they need to be directed from the top, but are driven by ideas from the bottom.
You probably have a “Suggestion Box” somewhere, and most probably, it has yielded little. Perhaps you have held an organization wide contest for brilliant ideas with a fabulous prize or two that, similarly, yielded little.
As the authors point out, these idea-gathering processes are deeply flawed and rarely yield more than an implementable idea or two. There are many reasons for this. Gathering “suggestions” is simply that, suggestions which “the adults” will review decide on. It is based on the presumption that someone in head office is better able to decide on what is best for customers he has never met that is the deliveryman.
Additionally, the deliveryman is most unlikely to offer a suggestion to his superiors, many of whom would not take advice gracefully from a corporate inferior. Of course, many of the ideas that come from the front-line in idea forums are simply a waste of time and effort.
To garner many quality ideas requires the implementation of a well thought through process that addresses this multifaceted challenge.
In organizations where management lacks the humility to realise that their superior education and elevated positions do not make them experts on everything, failure is guaranteed. This is why there is a training element necessary if the organization is to be driven by ideas from the vast majority of staff who are not in head offices.
Irrelevant ideas that cannot be implemented are a very quick way of burying this initiative. There needs to be unequivocal clarity regarding what is being sought: Customer retention; increased margin; and increased turnover. This will have to be translated into relevant goals for each participating department.
For our deliveryman, this translates into finding ways to make the customers you deliver to happier. It means finding ways to save costs in delivery such as not wasting fuel and organizing your routes better. It entails looking for products the companies you deliver to could be buying from us.
When ideas come in, they need to be dealt with rapidly. There are few ways to demotivate a staff member faster than not having suggestions acted on.
The value of this book lies in two areas. The first is the description of idea-systems from organizations ranging from hospitality to hospitals, from services to manufacturing, and even from government. The second is the prescription for implementing this process in your organization. This is not a “paint-by-numbers” prescription, rather the steps in the process you will need to customise to your company.
If you have any doubts about the efficacy of this approach consider the results in one of many examples in the book. The Clarion-Stockholm is a four-star hotel in the centre of Stockholm. Staff routinely averages more than fifty ideas per year each. They have been trained to look for problems, and for opportunities to improve. While Sweden was feeling the impact of the global recession, the authors reported that they could not get rooms at the Clarion. The hotel was fully booked for most of the next nine months.
Based on their extensive experience, Robinson and Schroeder estimate that “some 80 percent of an organization’s potential for improvement lies in front-line ideas.” Even if they are only half right, this book deserves your immediate attention.

Readability Light -+--- Serious
Insights High -+--- Low
Practical High +---- Low

Ian Mann of Gateways consults internationally on leadership and strategy and is the author of Strategy that Works
Mazuzahn
In un tempo in cui va di gran moda l'innovazione dirompente un libro che parla di innovazione dal basso, fatta da un lavoro costante e sostanzialmente incrementale da chi sta principalmente sull'ultimo miglio e meglio di altri può vedere i problemi (che di per sè costituiscono una fonte importantissima) e individuare soluzioni intelligenti.
Qui sta il bello di questo libro: una nutrita serie di casi che fanno riflettere e ispirano anche qualche idea da applicare.

Gli autori non mancano di criticare alcuni approcci strutturati e costosi (in primis six sigma) ampiamente superati a loro dire dal coinvolgimento dal basso capace di idee geniali che six sigma non è in grado di far emergere (celebre il caso Coca Cola).

Nel complesso un buon contributo a quella parte di innovazione, che spesso non si considera tale.

Restano tuttavia una serie di domande. Una soprattutto. Se, come il libro sostiene, l'organizzazione guidata dalle idee di miglioramento funziona così bene, come mai così poche aziende al mondo la adottano?
Heraly
This book introduces an employee idea system that is at a whole new level to any suggestion programs I have ever experienced. The successes of some of the companies implementing similar idea-driven programs are a real eye opener. I was amazed at companies getting more than 50 ideas per employee per year, some even more, and even more impressive is the implementation rates as high as 90% with 75-80% not uncommon. Everything is here including processes, and best practices for implementation.

This is a well-written easy read with a lot of facts and success stories that spark your imagination and desire to be part of an idea-driven organization.
Rollers from Abdun
A true gem if you run a company or a division. The book highlights the benefits of getting ideas from your front line staff to constantly improve your business. MUST READ!
Honeirsil
I really wanted to like this book more, and I was hoping for more specific steps to take to get more ideas from employees. But, the book was geared toward much larger companies, and there weren't many specific suggestions to help get more ideas.
Quamar
As a practitioner in the field of organisational innovation through front-line employees, I found this book an indispensable resource. The authors' are the undisputed experts in this field and their insights and guidance comes from practical experience. Making innovation happen in any organisation is a challenging endeavor, this book will show you how. A must have for any organisational manager who wants to engage employees and tap into their creative potential.
Mr.mclav
This book is a must for every company who is looking for succeed in the long term. The Frontline is the 80% of your company's secret power, here you will find a great tool to understand and implement a new way of work, for many managers a dangerous new way, but for the good of the shareholders the best way to get a greater company.
Dean Schroeder was a professor of mine at Valparaiso University. His values-based, no-easy-answers approach to employee empowerment is fleshed out beautifully here. Many of the lessons in the book are on their way to implementation at my company, one idea at a time.

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