The global business environment is turbulent and successful organisations must effectively communicate change, innovation and transformation to all stakeholders.
Text of Organisational change, Innovation and Transformation communication
1. An Analysis of Communication of Change, Innovation and Transformation Tindi Stephen & Braima Rose || CMS, UEW
2. Presentation Outline Definitional overlaps Innovation Theories Communication and innovation Change Models Strategic communication in change Transformation Thoughts and processes Communication in transformation Conclusion and references
3. Of Innovation, Change and Transformation All organizations irrespective of size or nature need the right injection of innovation, change and transformation in order to survive. I am convinced that if the rate of change inside an institution is less than the rate of change outside, the end is in sight. John F. Welch- Former G.E. Chairman &CEO
4. Definitional and Concept Overlaps Innovation is the process of making changes, large and small, radical and incremental, to products, processes, and services that results in the introduction of something new for the organization that adds value to customers and contributes to the knowledge store of the organization. (J. Fagerberg, 2000) Transformation is the creation and change of a whole new form, function or structure. To transform is to create something new that has never existed before and could not be predicted from the past. Transformation is holistic and involves changing the organization in its entirety (Daszko & Sheinberg, 2005) Change is a situational phenomenon that may sometimes be temporary. It refers to any newness element and could be interim measures pertaining to any aspect of the organization.
5. Untangling the Mesh.. Change must have some degree of desirability and intentionality to be called innovation. Whereas change can be positive or negative, innovation must add value (positive) Change must be holistic to be called transformation Meanwhile; The terms are used interchangeably The terms can be used in association; Innovative change, transformative change
6. Innovation This involves acting on the creative ideas to make some specific and tangible difference in the domain in which the innovation occurs. Innovation, like many business functions, is a management process that requires specific tools, rules, and discipline; among them is effective communication.
7. Types of Innovation Incremental innovation Innovation is improved on gradual incrementing and regular degrees. EC and improvement in election administration Radical innovation, Innovation carried out from the root or base of a product or services. This innovation may be demand driven based on market requirements or social needs, or supplier driven due to new technological possibilities. MTN in Nigeria Disruptive innovation Innovation that disrupts an existing market. It is also an innovation that causes a new and unexpected market through the application of a different set of values. EG: UT, lone in 48 hours, phone for loan
8. Understanding and Communicating Innovation Diffusing Innovation Diffusion is the process in which an innovation is communicated through certain channels over time among the members of a social system .(Rogers, 1983) Diffusion is a kind of communication Components of diffusion Innovation; the new thing/ idea to be adopted communication channels; media Time; Period of diffusion Social system; context, set of interrelated units
9. Innovation Decision Process 1. Knowledge, 2. Persuasion 3. Decision, 4. Implementation, and 5. Confirmation.
10. Predictors of Rate of Innovation Adoption Relative advantage apparently better than what was previously used Compatibility consistency with believes and personality Complexity ability to decipher and use new idea Trialability opportunity of experimentation Observability visible benefits These characteristics predict the rate of adoption of innovations and the speed of adoption is relative
11. Adaptor Categories Innovators ready and willing to accept new ideas but could face adverse consequences of innovation (gate keepers) Early adopters careful adopters (likely to be leaders) Early majority early to be convinced and have networks but not leadership influence Late majority They are skeptical, adopt a wait and see attitude but eventually buy into the innovation idea Laggards have traditional or conventional views and are most skeptical about innovation. They take the longest time to adopt innovation if at all
12. Innovation Curve (Adopted from Rogers, 1983)
13. Innovation Agents There are communication agents in the innovation process referred to as of intermediaries or boundary spanning agents. boundary spanning agents are individuals who are strongly linked internally and externally and can both gather and transfer information from within and outside their work units. They are communication stars that effectively communicate widely within their work unit, across work units and outside their organisation. Boundary spanning agents are able to act as translators, brokers or mediators.
14. Significance of Communication in Innovation Innovation does not happen spontaneously. It is gradual and should be supported and sustained by effective communication Innovation usually needs more than one person, department s and units to achieve (cooperation). The outcome of innovation can be uncertain and breed organizational anxiety
15. Using Communication for Successful Innovation Analyze the innovation adoption behavior before a communication strategy is proffered. Ensure through effective communication that the people involved see a clear advantage in the adoption of innovation. Relate the innovation to the existing values and experiences of staff and general organizational culture. Communicate well with staff, make the change as easy as possible to understand and use; allow people to try the change step-by-step, making adjustments as they go. Communicate clearly every step of the innovation process but avoid information overload
16. Evidence of Communication in Innovation The interest in communication has stimulated the emergence of new (applied) academic disciplines such as; Agricultural Extension Studies Health Education/Public Health Education)
17. Change Organizations can only institute a change program when employees who are involved in the program understand and have confidence in its value. Effective change rides on the back of clear/ strategic communication
18. Thinking Change Kurt Lewin in 1947 introduced a three stage theory of change (Force-field Analysis) Change is a journey rather than a simple step. This journey may not be simple and may involve several stages of misunderstanding before people cross to the other side.
19. Stages of Change Identified by Kurt Lewin
20. Limitations of Lewins Model The final stage (refreezing) suggests that the stage is static, this defeats the description of change as a continuous process. The logic of the model takes into account only organizations that are in a situation or problem that require changes but not those already working well and wish to perform better. The model is deceptively simplistic