INNOVATION IN NETWORKS

Innovation in Networks

Innovation in Networks

Introduction

There are drivers like the increasing globalization, change in demographics, enlargement of Europe, and the growth and development of networked organizations have influenced the development of new types of companies and collaborative environment in working. The element of mobility, distribution and diffusion of information and knowledge, and cooperation through the organizational networks are the main factors of organizational innovations. The development of latest and new information and communication technologies has made broad range of future workplace settings possible.

Many managers are proposed as a priority in improving the management productivity, increase product quality and reducing delivery times. All these initiatives seek to improve operational efficiencies through process reengineering, restructuring, etc. However, a high percentage of managers perceive that at best, margins only improve incrementally. The dissemination of management methods and the retrospective analysis of business performance have been surprising in many cases, to think that the implementation of various management concepts is the solution to our problems. However, gradually incorporating new forms and techniques of comprehensive management acceptance only relieves the feeling that the company is falling behind. In fact, this practice can lead to two problems. First, if we just play programs, reference improvement companies, we are always behind in performance. Moreover, imitation is massive and reciprocal, possibly contributing to a deterioration set of all the companies involved. Yes, the standards are increasing, it reduce delivery times, improved quality, etc

Second, "imitation" makes us more vulnerable to ground-breaking business initiatives. We often forget that the leaders owe their position to "do something different." Some have redefined their products and led the development of new pathways, others created innovative management methods. The need to develop an element of differentiation is evident among the students of the strategy, however, from a practical standpoint, the input on how innovative strategies are, scarce. Today, innovation-o that is, provides new market-is one of the few sources of competitive differentiation.

DuPont

Initially, DuPont started as a small organization which later developed into a globally recognized enterprise, having operations in more than 70 countries across the world. DuPont began by manufacturing one core product which was black powder for weapons and explosives, but with the passage of time, the company grew and developed through a progression of scientific successes and achievements, into a billion dollar company offering innovative supplies, technological products and services. By the end of 2001, the company achieved revenues exceeding $24 billion mark with more than 79,000 employees. Furthermore, the company also had a huge number of 135 manufacturing facilities which were working in 70 nations.

There are documented accounts related to the history of the research and development operations of DuPont, its corporate strategy and its relation with science, and the impact of innovation on the growth and development of the organization (Hounshell, 1988). The company has invested significantly in the R&D activities.

Antecedents of Change

Concern related to innovation and creativity was expressed at the end of 1980 and early part of 1990, in minimum of three ways at ...