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Victor Edozien More Tips on Innovative Management.pdf

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<str<strong>on</strong>g>Victor</str<strong>on</strong>g> <str<strong>on</strong>g>Edozien</str<strong>on</strong>g>: <str<strong>on</strong>g>More</str<strong>on</strong>g> <str<strong>on</strong>g>Tips</str<strong>on</strong>g> <strong>on</strong> <strong>Innovative</strong><strong>Management</strong>Asaba Group Holdings c<strong>on</strong>tinues to seek innovative soluti<strong>on</strong>s to problems that will enhance theircompany's viability as well as develop their clients' experience with the company through the servicesthe company provides.Here are more vital steps you can take to develop your business management:1. Innovati<strong>on</strong> is bey<strong>on</strong>d inventi<strong>on</strong>Inventi<strong>on</strong> comm<strong>on</strong>ly refers to the creati<strong>on</strong> of something new or novel while innovati<strong>on</strong> involvesimproving up<strong>on</strong> something that already exists. But if we observe King Solom<strong>on</strong>'s wisdom, nothing new isever created and so we end up equating inventi<strong>on</strong> with innovati<strong>on</strong>. Nevertheless, innovati<strong>on</strong>, as it isapplied in the modern c<strong>on</strong>text, requires going bey<strong>on</strong>d the mere creati<strong>on</strong> of something that has not beenc<strong>on</strong>ceived or produced before by humans.Certainly, the smartph<strong>on</strong>e did not exist before the '90s. It is an inventi<strong>on</strong> as well as an innovati<strong>on</strong> incommunicati<strong>on</strong>. However, the way it was c<strong>on</strong>ceived off initially, it was a practical tool for replacing theold land-based ph<strong>on</strong>e for the sole purpose of making direct calls. Of course, now we know whatsmartph<strong>on</strong>es are now capable of doing – and that is innovati<strong>on</strong> adding to what had been alreadyinvented.As some<strong>on</strong>e has put it, inventi<strong>on</strong> is the first step of the process; innovati<strong>on</strong> is the c<strong>on</strong>tinuing process ofimproving up<strong>on</strong> what exists. Birds already flew for millennia up<strong>on</strong> the earth; but it took human ingenuityto imitate and even surpass the possibilities of flight.2. <strong>Innovative</strong>ness should become an acquired habitThe desire and discipline to attain excellence is never an inborn quality. Children either catch the abilityto be creative from somewhere or they are taught to become so. Even prodigies need to hear or seesomething before they can acquire some proficiency in certain artistic skills. In general though, creativeor innovative genius arises because there is a need or the desire to achieve something extraordinary.


In the organizati<strong>on</strong>, innovati<strong>on</strong> can <strong>on</strong>ly be of great use and value when more people are c<strong>on</strong>stantlyengaged in the process of improving how things are d<strong>on</strong>e. Releasing the energy to innovate demandsproviding enough individual freedom to workers, as well as collective independence, in order for theorganizati<strong>on</strong> to come up with novel soluti<strong>on</strong>s.Once the habit of innovati<strong>on</strong> has developed, the organizati<strong>on</strong> will become an organic source of ideasand ways of transformati<strong>on</strong> that the organizati<strong>on</strong> is capable of undergoing toward its maturity andgreater progress.3. Develop innovati<strong>on</strong> pi<strong>on</strong>eersAs in many human endeavors, innovati<strong>on</strong> also requires the presence of people who seek ways to solvecertain problems in simple or ingenious manner. These thinkers can be radical, rebellious and evendestructive in the way they approach things; however, allowing them to do what they do best can bringabout the necessary improvement in the general envir<strong>on</strong>ment.If Einstein had been c<strong>on</strong>tent with accepting the ideas of Galileo and Newt<strong>on</strong>, he would not have comeup with the Theory of Relativity. Had he been c<strong>on</strong>tent with his job as a patent-office clerk, he would nothave brought about revoluti<strong>on</strong>ary changes in the study of our physical world.An organizati<strong>on</strong> needs these pi<strong>on</strong>eers who will lead the way to innovati<strong>on</strong> and to productivity.4. C<strong>on</strong>duct trial-and-error runs to ferret out errorsBrainstorming sessi<strong>on</strong>s can provide as many innovative soluti<strong>on</strong>s to a particular problem. However,trimming down the list to a few possible and least risky will suffice to propel the process toward apositive outcome. Taking into c<strong>on</strong>siderati<strong>on</strong> profitability and efficiency in the implementati<strong>on</strong>, theorganizati<strong>on</strong> can then choose <strong>on</strong>e or more of the remaining soluti<strong>on</strong>s to achieve maximum productivity.Committing mistakes is a given in almost any endeavor in life. Yet the fear of failure which will result instagnati<strong>on</strong> and loss of income can prevent many from taking necessary risks. Without a healthy amountof risk-taking, innovati<strong>on</strong> cannot produce the necessary benefits it is meant to achieve.5. Instill creative competiti<strong>on</strong>Finally, in order to sustain an atmosphere c<strong>on</strong>ducive to innovati<strong>on</strong>, an organizati<strong>on</strong> will do well to selectpeople who have diverse talents and disciplinary backgrounds in order to maintain a broad base foraddressing issues. When each distinct perspective is given the chance to present the problem, a moresynergistic and encompassing soluti<strong>on</strong> will arise.Asaba Group Holdings believes in capability of people with wide experience and excellentprofessi<strong>on</strong>alism to innovate according to the processes described above. It has always subscribed to theholistic approach as the determining factor for making any organizati<strong>on</strong> thrive in the dynamic andhighly-competitive envir<strong>on</strong>ment.

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