Your Are Here:Home/Organizational Structures

The Dyadic 4th Generation Organization

The Dyadic 4G Organization On the operations side of 4G innovation the Tenth Principle of 4G directs the creation and operation of two new types of innovation labs that supplement traditional R&D labs and market research activities such as focus groups and surveys that are jointly staffed by partner organizations. The new labs [...]

The New Market Knowledge Channel in 4th Generation Innovation

The New Knowledge Channel in 4G In order to understand what the true preferences of consumers are, today’s companies must take advantage of “The New Knowledge Channel in 4G” as shown in the figure. The Channels in restructured markets are part of a new 4G dominant design based on new supplier capabilities, new [...]

Salary Policy

A company must compensate its employees in a manner which will underscore and reinforce its values and beliefs: A desired future state will be obtained when compensation is viewed and used as a tool to achieve strategic objectives, and compensation programs provide ample opportunity for individual employees to receive total compensation that significantly [...]

Personnel Retention

Rewards of Work Model For technical organizations Kochanski and Ledford found 15 predictors of retention that were associated with five types of rewards that affect turnover. The five generalized types of rewards were: job content, direct financial (cash), benefits, careers, and affiliation. These are shown in the “Rewards of Work Model” figure. This [...]

Inventor Incentive Programs

An effective invention incentive program is an important adjunct to a company’s creativity effort. The incentive program includes both financial and nonfinancial rewards. Incentives may be for disclosures, patent applications, patents as well as trade secrets. One of the key findings is that companies often get what they pay for. If there is [...]

Technical Organization’s Skill Requirements by Stage of Development

Different skills, competencies, and people are required at each stage, phase or sprint of research or product/service development no matter what size company. Motivation of these people is also different. Research, Fuzzy Front End and Ideation Stages: Idea Generation through Technical/Marketing Applications Analysis Technical & Engineering SkillsMarket & Sales SkillsOrganizational SkillsCompetencies RequiredRoles Involved [...]

Personnel Management Practices for Innovation Organizations

Each organization has its own set of vision, mission, objective, and values. As a result, personal management practices have to reflect these elements in order to be most successful. Innovation organizations have their own peculiar personnel management practices because of their emphasis on creativity and breaking, versus not following, the rules. That’s not [...]

Assessing Believability via Radical Truthfulness and Transparency

Dot Collector Application An important capability needed in innovation organizations is the ability to predict what is not known. The tool to do this is the “Dot Collector” developed by Ray Dalio. The “Dot Collector Application” figure shows a screenshot of the tool. During all meetings, all participants constantly evaluate whoever is speaking [...]

Alignment of Values with Type of Work

Values Clarification The Values Clarification Figure shows values more closely reflecting personal, versus work, choices. For the senior leadership in Innovation Organizations it is best to ensure that the top five personal and work values align. If they do not, an assessment should be done on the ability of an individual to handle [...]

Go to Top