Enhancing Country Environment for Innovationpasca.ut.ac.id/wp-content/uploads/2019/03/... · •...
Transcript of Enhancing Country Environment for Innovationpasca.ut.ac.id/wp-content/uploads/2019/03/... · •...
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EnhancingCountry Environment
forInnovation
Clarence J Mann, JD, Dr. jur.
University of Maryland
University College
Exchange Faculty Program
Universitas Terbuka – University of Maryland University College
UPBJJ JAKARTA 4 October 2009
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EnhancingCountry Environment
forInnovation
Clarence J. Mann, JD, Dr. jur.University of Maryland University College
Graduate School of Management & Technology
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Innovation Imperatives
• For the Country –Increasing Productivity and Standards
of Living for All
•For the Enterprise –Increasing Productivity and Competitive
Advantagein an
Intensely Competitive GlobalEnvironment
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National Comparative Advantage
“Innovation and Imagination givean economy or a company thatextra edge. Today, wealth is
generated by new Ideas”
Goh Chok Tong, former Prime Minister,Singapore
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Difficult to Measure Innovation?Countries Vary Significantly
• Quantitatively – e.g., patents, proportion ofscientists and engineers; different types (e.g.,soft and hard)
• Qualitatively – e.g., innovation intensity
– Complex Process – i.e., ability to create andthen commercialize new products, processes– shifting the innovation frontier (Porter)
– “Healthy rate of innovation” – Porter
– Effects – depend on users perspective
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What is Innovation?• New combinations applied in the
market place
• Ability of Individuals, Companies andEntire Nations to Continuously CreateTheir Desired Future
• Process of –
– Harvesting Knowledge
– Generating New Products, Services,Processes & Business Models
– Applying to Change Existing “Ways”
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Innovation Occursat
All Aspects & Levels of Society
• R&D Centers
• Enterprises
• Government Agencies
• Educational Institutions
• Provincial & City Government
• Rural Areas & Villages
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Types of Innovation
• Products/Services & Processes
• Operations & Management
• Public & Private Sectors
• Sustainable & Disruptive Effects
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Global Drivers of InnovationNations & Enterprises Alike
1. Intensifying Competition @ business
models, technology, value propositions
2. Diversity of Geography @ scattered
centers of excellence - transparency
3. Multiplicity of Value Networks @ chess
game, locking in advantages
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Question to Consider
What Should Guide
Nations & Enterprises
in
Building Innovative Capacity?
• Holistic Systems Thinking• National Priorities
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Three Part Analysis
I. Systems Models - addressing
issues holistically
II. Building Country Climate for
Innovation
III. Strengthening Enterprise
Innovative Capacity
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Part I.Systems Models
for Assessing the Climateof
Innovation
1. Social Process Model @Country Environments
2. Corporate Process Model @Organizational Environments
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EconomicCommonality
CulturalCommonality
PoliticalCommonality
SocialProcessModel
Three ComplementaryThree ComplementarySocietal RealmsSocietal Realms
Rules ofConduct
PublicInfrastructure
MarketPreferences
Goods &Services
Protect &Structure
PolicyDirection
FoundationalFoundationalPolePole
OrganizationalOrganizationalPolePole
SignificatingPole
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Social Process ModelRationale
Comprehensive – all societal aspects
Universal – every society
Analytical – critical components
Relational – 3 functional perspectives
Interactive – 3 inter-dependent realms
Transparent – underlying dynamics,
not institutions
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Component SubsetsComponent Subsets
Fractals of Parent Dynamic
Contain All Three Poles
Reveal Depth and Nuance
Enable Multi-LevelAnalysis
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SignificatingSignificatingPolePole
FoundationalFoundationalPolePole
OrganizationalOrganizationalPolePole
EconomicCommonality
CulturalCommonality
PoliticalCommonality
9.Symbol
7.Wisdom
8.Style
3.Distribution
1.Resources
2.Production
6.Welfare
4.Order
5.Justice
SocietalDynamics
3 Realms
Nine DynamicsNine Dynamicswithin Three Societalwithin Three SocietalRealmsRealms
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CulturalCommonality
SocialProcess
3 RealmsEconomic
CommonalityPolitical
Commonality
Symbol
Wisdom Style
ReligiousBeliefs
CommunicationModes
AestheticExpression
Distribution Welfare
Resources Production Order Justice
Useful skills AccumulatedKnowledge
FinalMeanings
SocietalRecognition
Basic Roles DecisionalPatterns
ConsumptionPreferences
PropertyClaims
ExchangeMechanisms
TechnologicalResources
NaturalResources
HumanResources
ManagementSystems
ProductionAssets
ProductionProcesses
CommonDefense
Legal Base
DomesticTranquility
SecureExistence
PoliticalFreedoms
SignificantEngagement
LegislativeConsensus
ExecutiveAuthority
JudicialProcedures
MultiMulti--level View oflevel View ofSocial ProcessSocial Process
DynamicsDynamics
Constructed using Fractals of each higher levelFoundationalPole
OrganizationalPole
SignificatingPole
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EconomicCommonality
CulturalCommonality
PoliticalCommonality
SocialProcess
Symbol
Wisdom Style
Distribution
Resources Production
Welfare
Order Justice
SignificatingDynamic
FoundationalDynamic
OrganizationalDynamic Corporate
ProcessAdministrationOperations
Culture
Corporations asMirror Images ofSociety – withParallel Dynamics
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Part II
CountryEnvironment
Analysis
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EconomicCommonality
CulturalCommonality
PoliticalCommonality
9.Symbol
7.Wisdom
8.Style
3.Distribution
1.Resources
2.Production
6.Welfare
4.Order
5.Justice
COUNTRY
ENVIRONMENT
ANALYSIS
7. Scientific literacy,,R&D/Discovery- oriented[Experimental Mindset]
3. Market Size,[Sophisticated,
DemandingBuyers]
Country Innovation IndicatorsCountry Innovation Indicators
1. Skilled Labor, Tech-nological Readiness,
Supporting Networks ofIndustries [Reliable
Infrastructure]
4. Transparent markets;consistent, predictablesystem of anti-trust law& property rights[Effective Institutions]
5. Rationale, transpar-ent decision-making;Stable, predictable
system of governance;[Stable Governance]
9. Societal Goals:Improving Qualityof Life for All[‘Progress’ Mindset]
8. Societal Recognition,Achievement & Risk-Oriented;income inequality acceptable;[Collaborative Linkages]
6. National Commitment:Favorable Regulatory
Regime, Incentives,[National Strategy]
2. Risk Capital, unfet-tered competition;results-oriented mngt.,e.g., kaizen, Six Sigma[Management Systems]
Author – Dr. Clarence J. Mann, UMUC – Oct. 12, 2008
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EconomicCommonality
Rule of MarketCompetitiveness
CulturalCommonality
Rule of EffectivenessCollaborative Trust
PoliticalCommonality
Rule of LawStability/Predictability
SignificatingSignificatingDynamicDynamic
FoundationalFoundationalPolePole
OrganizationalOrganizationalPolePole
SocialProcess
Three RulesThree Rulesfor Assessingfor Assessing
CountryCountryEnvironmentsEnvironments
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Three Complementary Realmsin Tension
Economic
Commonality
Cultural
Commonality
Political
Commonality
SocialProcess
ComplementaryComplementary
DynamicsDynamics
Rules ofConduct
PublicInfrastructure
MarketPreferences
Goods &Services
Protect &Structure
PolicyDirection
EconomicCommonality
PoliticalCommonality
SignificatingDynamic
FoundationalDynamic
OrganizationalDynamic
SocialProcess
CulturalCommonality
DynamicsDynamics
in Tensionin Tension
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Ideological Tension
Among the Three Realms
• Economic Realm – functional rationality:Efficiency vs. fairness
• Political Realm – legitimacy: informedConsensus vs. coerced acceptance
• Cultural Realm – harmony, identityHigh vs. low trust
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EconomicCreative Destruction
PoliticalShifting Alliances
SignificatingPole
FoundationalPole
OrganizationalPole
SocietalTensions
CulturalTraditional Values
InnovatingSociety -
In Transition
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Harmonizing 3 Realms
• Supportive Industry Clusters
• Promote Centers of Excellence
• Encourage FDI Inflows
• Align Institutions
• Societal Commitment –
“Running in a New Direction”
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Part III
Enterprise
Analysis
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EconomicCommonality
CulturalCommonality
PoliticalCommonality
SocialProcess
Symbol
Wisdom Style
Distribution
Resources Production
Welfare
Order Justice
SignificatingDynamic
FoundationalDynamic
OrganizationalDynamic Corporate
ProcessAdministrationOperations
Culture
Corporations asMirror Images ofSociety – withParallel Dynamics
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CorporateProcess
CorporateAdministration
CorporateOperations
CorporateCulture
Organizational Profile IndicatorsOrganizational Profile Indicators
What standards mustresources meet?
How to ensure improvingproductivity?
How are decisionsmonitored & controlled?
How are criticaldecisions made?
What values guidethe decisional
process?
How do employees& stakeholders
interrelate?
What symbolizesorganizational
identity?
How are skills andinnovation enhanced?
How is customervalue delivered? Marketing
Resources Production Controlling Policy-Making
Mission
Learning Style
Identity
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Performing a CorporateInnovation Audit
Aligning Nine Dimensions
of
Organizational Dynamics
with
Corporate Vision
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Innovation Organizational AuditFour Steps
1. Practical Vision – Images of Success
2. Assess Future-Critical Gaps/Needs
Especially Core Competencies
3. Assess Country-Specific
Environmental Constraints
4. Build Strategic Pathway
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EconomicCommonality
CulturalCommonality
PoliticalCommonality
CountryEnvironment
Symbol
Wisdom Style
Distribution
Resources Production
Welfare
Order Justice
SignificatingDynamic
FoundationalDynamic
OrganizationalDynamic
Triangulating theTriangulating theCorporate FutureCorporate Future
for Innovationfor Innovation
CorporateProcess
AdministrationOperations
Culture
CorporateProcess
AdministrationOperations
Culture
Envisioned Corporate Profile
Present Corporate Profile
Gaps
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TriangulatingFuture Organizational Requirements
Two Assessments
1. Present Capacity of Firm
vs. Future-Critical Needs
2. Future Organizational Needs
vs. Country Environment
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CorporateProcess
CorporateAdministration
CorporateOperations
CorporateCulture
Organizational InnovationOrganizational InnovationIndicatorsIndicators
1) Improving qualitystandards for all inputs
2) Continually im-proving productivity
4) Tracking andcontrolling decisions
5) Building credibleleadership
6) Future-orientedguidance of risks/
returns acrossportfolio
8) Promoting synergyamong employees. &stakeholders
9) Building anorganizational ethosof innovation
7) Continuallyenhancing skills andinnovative thinking
3) Improvingcustomer
value?
3Marketing
1Resource
s
2Production
4Controlling
5Policy Making
6Mission/Vision
7Learning
8Style
9Identity
Author - Dr. Clarence J. Mann, UMUC – Oct. 12, 2008
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Part I
Organizational Constraints
• Limited Vision
• Reluctant Leadership
• Short Term Thinking
• Investment Costs
• Organizational Rigidities
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Strategic Innovation Dimensions
1. Internal Focus – strengthen innovative
capacity of the firm
2. Location Focus – leverage the firm’s
environment - multiple locations?
3. Alliance Focus – build the firm’s
international value network
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Consider Nowthe Nine Corporate Dynamics
for Building InnovationCapacity
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Org’l Innovation Dynamics
Corporate Operations
• Resources Dynamic – quality standards
• Production Dynamic – kaizen, Six Sigma
• Marketing Dynamic – customer value
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Org’l Innovation Dynamics
Corporate Administration
• Controlling Dynamic – measuring
appropriate results
• Policy-Making Dynamic – credible
leadership
• Mission/Vision Dynamic – balanced values
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Org’l Innovation Dynamics
Corporate Culture
• Learning Dynamic – enhancing
skills and creative thinking
• Style Dynamic – promoting synergy
• Identity Dynamic – building
innovation ethos
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EconomicCommonality
CulturalCommonality
PoliticalCommonality
CountryEnvironment
Symbol
Wisdom Style
Distribution
Resources Production
Welfare
Order Justice
SignificatingDynamic
FoundationalDynamic
OrganizationalDynamic
Triangulating theTriangulating theCorporate FutureCorporate Future
for Innovationfor Innovation
CorporateProcess
AdministrationOperations
Culture
CorporateProcess
AdministrationOperations
Culture
Envisioned Corporate Profile
Present Corporate Profile
Gaps
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Questions & Comments