構建創新型組織的五個步驟
講師：劉向明 瀏覽次數(shu)：2568
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構建創新型組織
課程導言
構建創新型組織，需要依次完成五個步驟，發現人才、組建團隊、優化流程、調整結構、重塑文化（如下圖所示）。完成了這五個步驟之后，創新的動力就由個人意志，升級為組織機制。以機制來驅動創新，這樣的組織就是創新型組織。如何構建創新型組織？本課程圍繞上述五個步驟，逐一闡述各個步驟的方法和要點。
Overview
To build an innovative organization, the following five steps need to be completed, namely, searching talents, teaming talents, optimizing processes, revising structures, and molding culture (as shown in the diagram below). After completing these five steps, the motivation for innovation is upgraded from personal will to organizational mechanism. Drive innovation by mechanism, such an organization is an innovative organization. How to build an innovative organization? Based on the above five steps, this course will elaborate on the detailed methods and knowhows of each one step.
課程收益
1、核心知識：學習該課程，學員能迅速了解創新型組織的特征、背景，以及構建創新型組織的步驟。
2、關鍵技能：學習該課程，學員能快速掌握構建創新型組織所需的技能，以及推進創新型組織的訣竅。
Benefits
1、Essential knowledge: In this course, you will understand the steps of building an innovative organization.
2、Critical skills: In this course, you will develop new skills for building innovative organization.
目標學員
成熟企業的中高層經理、創業公司的創始團隊
Intended participates
Top managers of established companies, executive team of startup companies.
課程大綱
第一章 演化過程：創新的演化過程
課前思考：創新有什么規律和模式？
一 創新模式的演化
1、第一階段的創新：天才主導，代表人物，達芬奇，1500年
2、第二階段的創新：團隊協作，代表人物，愛迪生，1876年
3、第三階段的創新：要素重組，代表人物，熊彼特，1911年
4、第四階段的創新：價值導向，代表人物，*，1985年
5、第五階段的創新：范式顛覆，代表人物，克萊頓，1995年
二 創新型組織的構建步驟
1、發現人才：發現有創造力的人才，Searching
2、組建團隊：組建創新導向型團隊，Teaming
3、優化流程：引入創新導向型流程，Optimizing
4、調整結構：規劃創新導向型結構，Revising
5、塑造文化：塑造創新導向型文化，Molding
小組練習1：討論，怎樣分析公司的創新能力
本章的教學目標：讓學員了創新型組織的構建步驟。
Course outline
Chapter 1 Tracking: Tracking the Evolution of Innovation
Pre-training question: Are there any laws and patterns of innovation?
1、Evolution of innovation model
a) Genius-led stage, representative, Leonardo da Vinci, 1500
b) Teamwork stage, representative, Edison, 1876
c) Reorganization stage, representative figure, Schumpeter, 1911
d) Orientation stage, representative, Drucker, 1985
e) Disruptive stage, representative, Christensen 1995
2、Steps to build an innovative organization
a) Searching talents: find creative talents
b) Teaming talents: build an innovation-oriented team
c) Optimizing process: introducing innovation-oriented process
d) Revising structure: plan an innovation-oriented structure
e) Molding culture: Molding an innovation-oriented culture
Group exercise 1: Analyzing the level of organizational innovation
Benefits from this chapter: understanding the stages of building an innovative organization.
第二章 發現人才：發現創新型人才
課前思考：有創造力的人，有什么共同特征？
一 創造力的四種形式
1、基礎：批判思維，發現問題，批判主義者
2、起步：改善能力，解決問題，改良主義者
3、飛躍：顛覆能力，發現機會，理想主義者
4、升華：迭代能力，長期聚焦，長期主義者
創造力的代表人物：喬布斯、達芬奇、伽利略
二 個人創造力的素質基礎
1、感受捕捉能力：敏感，放大感受
2、專注思考能力：思考，尋找方案
3、情景推演能力：想象，嘗試方法
4、積極行動能力：實踐，投入行動
5、長期聚焦能力：優化，改進方案
三 創造力的甄選與培養
1、創造力測試：發現具有創造力的人才
2、培養創造力：培養具人創造力的人才
小組練習2：模擬，怎樣激活個人的創新能力
本章的教學目標：讓學員掌握的創新人才的發現和培養技巧。
Chapter 2 Searching: Discovering Innovative Talents
Pre-training question: What do creative people share in common?
1、Four forms of personal creativity
a) Critical thinking, problem discovery
b) Renovation ability, solving problems
c) Subverting ability, discovering opportunity
d) Iterative ability, long-term focus
Representatives: Steve Jobs, Leonardo da Vinci, Galileo Galilei
2、The trait basis of personal creativity
a) Feeling capture ability: amplifying feelings
b) Concentration ability: finding solutions
c) Motion imagination ability: imagining solutions
d) Executive ability: practice, acting as planning
e) Long-term focus ability: improving solutions
3、Selection and cultivation of creative talents
a) Testing creativity: finding creative talents
b) Cultivating creativity: training creative talents
Group exercise 2: How to activate personal creativity
Benefits from this chapter: mastering the selecting and training skills of innovative talents.
第三章 組建團隊：組建創新型團隊
課前思考：什么樣的團隊會有創造力？
一 創新型團隊的必要特征
1、互動：成員的情緒互動，信任
2、互補：成員的思維互補，開放
3、互賴：成員的技能互賴，協作
二 創新型團隊的工作方式
1、頭腦風暴：眾多觀點的聚集
2、魔鬼建議：不同觀點的沖擊
3、活動復盤：過去活動的改善
4、模擬投標：未來活動的規劃
經典案例：愛迪生實驗室的團隊協作
三 創新型團隊的形式
1、職能團隊：專業導向的長期團隊
2、項目團隊：解決問題的臨時團隊
3、專題團隊：討論問題的虛擬團隊
小組練習3：模擬，怎樣組建一個創新型小組
本章的教學目標：讓學員掌握創新型團隊的組建要領。
Chapter 3 Teaming: Building an Innovative Team
Pre-training question: What kind of team will be creative?
1、Necessary characteristics of an innovative team
a) Interaction: emotional interaction that builds trust
b) Complementary: members' thinking is complementary
c) Interdependence: members’ skills are interdependent
1、The way of working of innovative teams
a) Brainstorming: gathering of ideas
b) Devil’s Advocate: The Impact of different views
c) After action review: improvement of past activities
d) Mock bidding: planning for future activities
Classic case: Teamwork in Edison Lab
2、Three forms of innovative team
a) Functional team: a professional-oriented long-term team
b) Project team: temporary team to solve the problem
c) Thematic team: a virtual team to discuss issues
Group exercise 3: How to form an innovative team
Benefits from this chapter: mastering the essentials of forming an innovative team.
第四章 優化流程：優化創新型流程
課前思考：跨部門的工作怎么創新？
一 熊彼特的創新理論
1、要素細分：生產要素的持續細分
2、要素重組：生產要素的優化重組
二 流程要素
1、黑箱要素：經驗操作、感覺描述、程度判斷、期望推理
2、櫥窗要素：程序操作、閾值描述、存在判斷、邏輯推理
經典案例：福特汽車的流程創新
三 流程層面的創新
1、流程的梳理：了解要素的組織形式
2、流程的起點：改變流程的價值導向
3、流程的啟動：改變流程的響應速度
4、作業的形式：改變作業的操作難度
5、判斷的標準：改變判斷的復雜程度
6、流程的聯動：改變流程的聯動效應
7、流程的剛性：改變流程的修訂步驟
小組練習4：演練，怎樣規劃創導向的新流程
本章教學目標：掌握規劃創新流程的關鍵技能。
Chapter 4 Optimizing: Optimizing Innovative Process
Pre-training question: How to innovate in cross-departmental work?
1、Schumpeter's theory of innovation
a) Factor breakdown: continuous breakdown of production factors
b) Factor reorganization: optimized reorganization of production factors
2、Process elements
a) Blac box elements: experience, description, judgment, expectation
b) Showcase elements: program, threshold, existence, reasoning
Classic case: Ford's process innovation
3、Innovation factors of process
a) Presenting of process: visualization of process elements
b) Start point: changing the orientation of process
c) Initiating of the process: changing the response speed of process
d) Assignment: changing the difficulty of tasks
e) Judgment: changing the complexity of judgment
f) Process linkage: changing the linkage of processes
g) Rigidity of process: changing the frequency of revision
Group exercise 4: How to design a creative process
Benefits from this chapter: mastering the key skills of planning an innovation process.
第五章 調整結構：調整創新型結構
課前思考：組織結構會不會影響創新？
一 什么是組織結構
1、目標分解：組織目標的分解過程
2、成果合并：單位成果的合并過程
二 組織結構的特征因素
1、形式因素：層級、線路、部門、朝向
2、效能因素：控制、適應、保障、創新
經典案例：通用汽車的結構創新
三 創新型結構的特征
1、作業制：創新的要素清晰
2、矩陣制：創新的團隊組合
3、職能制：創新的專業基礎
4、分部制：創新的價值導向
5、后臺制：創新的系統保障
經典案例：諾基亞、蘋果、谷歌，結構的差異
小組練習5：討論，怎樣設計創新導向的結構
本章教學目標：讓學員理解組織結構對創新的影響。
Chapter 5 Revising: Adjusting the Innovative Structure
Pre-training question: Does the organizational structure affect innovation?
1、What is the organizational structure?
a) Goal decomposition: the decomposition of organizational goals
b) Achievement merging: the merging of unit achievements
2、Characteristic factors of organizational structure
a) Form factors: level, route, department, orientation
b) Effectiveness factors: control, adaptation, guarantee, innovation
Classic case: GM's structural innovation
3、Characteristics of innovative structure
a) Work system: the elements of innovation are clear
b) Matrix system: innovative team combination
c) Functional system: the professional foundation for innovation
d) Division system: innovative value orientation
e) Backstage system: innovative system guarantee
Classic cases: Nokia, Apple, Google, differences in structure
Group exercise 5: How to design an innovation-oriented structure
Benefits from this chapter: understanding the impact of organizational structure on innovation.
第六章 塑造文化：塑造創新型文化
課前思考：企業文化對創新有什么影響？
一 文化的因素
1、外顯因素：口號、圖標、故事、榜樣、儀式
2、內隱因素：距離、假設、追求、偏好、取向
3、作用因素：覺察、認同、契約、歸屬、承諾
二 創新型文化的特征
1、崇尚平等：相信人格平等
2、尊重個性：尊重個體差異
3、追求質量：質量重于數量
4、敢于冒險：主動追求變化
5、注重長期：注重長期價值
經典案例：西南航空的文化變革
三 文化優化的方法
1、理念排序：文化理念的順序排列
2、范式轉化：理念行為的提取固化
小組練習6：討論，怎樣塑造創新導向的文化
本章教學目標：讓學員理解創新型文化的核心特征。
Chapter 6 Molding: Shaping an Innovative Culture
Pre-training question: How does organizational culture affect innovation?
1、Cultural factor
a) Explicit factors: slogans, icons, stories, rituals
b) Implicit factors: distance, assumption, pursuit, preference
c) Affecting factors: awareness, identification, agreement, attribution
2、Characteristics of innovative culture
a) Advocating equality: Believing in equality of personality
b) Respect for individuality: respect for individual differences
c) Pursuing quality: quality is more important than quantity
d) Risk-taking: actively pursue change
e) Focus on long-term: focus on long-term value
Classic case: Southwest Airlines' cultural change
3、Method of shaping innovative culture
a) Sequencing of cultural ideas
b) Patterning of cultural behaviors
Group exercise 6: How to shape innovative culture
Benefits from this chapter: understanding the features of innovative culture.
第七章 執行要點：創新變革的推動
課前思考：怎樣把公司變成創新型組織？
一 目標設定
1、預期：設定創新能力的目標
2、評估：評估創新能力的現狀
二 認知升級
1、學習：管理人員的知識學習
2、培訓：執行成員的技能培訓
3、演練：執行成員的操作演練
三 推進步驟
1、人才盤點：盤點創新型人才
2、面試甄選：確定人才的標準
3、項目小組：執行團隊的組建
4、流程優化：核心流程的優化
5、結構調整：結構調整的嘗試
6、文化塑造：企業文化的重塑
小組練習7：模擬，怎樣推動創新變革的進程
本章教學目標：讓學員掌握構建創新型組織的關鍵操作。
Chapter 7 Promoting: Implementing Innovative Reform
Pre-training question: How to transform the company into an innovative organization?
1、Goal setting
a) Anticipation: setting goals for innovation
b) Evaluation: Assess the current state of innovation capabilities
2、Cognitive upgrading
a) Learning: knowledge learning of managers
b) Training: skill training for project team
c) Rehearsal: operational rehearsal of project team
3、Advancing steps
a) Talent inventory: inventory of innovative talents
b) Interview selection: searching for innovative talents
c) Project team: forming the project team
d) Process optimization: optimizing the core processes
e) Structural adjustment: adjusting organizational structure
f) Culture shaping: reshaping the corporate culture
Group exercise 7: How to create an innovative organization
Benefits from this chapter: mastering the key operations for building an innovative organization
構建創新型組織
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