This website or its third-party tools use cookies which are necessary to its functioning and required to improve your experience. By clicking the consent button, you agree to allow the site to use, collect and/or store cookies.
Please click the consent button to view this website.
I accept
Deny cookies Go Back

Intelligent Management

Deming and Theory of Constraints for CEOs and Executive Teams for the Age of Complexity. Ess3ntial Critical Chain Project Management

  • THE DECALOGUE METHOD
    • The Problem for Every Business
    • The Systemic Solution
    • synchronize competencies
    • How It Works
    • business insight and foresight through systemic cause and effect reasoning
    • Our Education Modules for Systemic Management
  • about us
    • Dr. Domenico Lepore
    • the founders
    • Intelligent Management Success Stories
    • Our Books
    • Clients
    • Expanding Spiral of Positive Systemic Results with Intelligent Management
  • blog & books
    • Blog Theory of Constraints and Deming
    • Our publications
  • ITALIA
  • Contact
You are here: Home / Systems Thinking / The Interconnection of Leadership, Quality and Innovation – Standard of Innovation Part 3 of 5

Nov 14 2011

The Interconnection of Leadership, Quality and Innovation – Standard of Innovation Part 3 of 5

Quality and InnovationDr. Domenico Lepore, Founder of Intelligent Management Inc. and international expert in Quality and Systems Thinking for organizations, continues his series on the Standard of Innovation.

Leadership: definition and role

Earlier in this series we suggested the first 2 steps towards prosperous innovation:


1) creating an operational definition

2) challenging the assumption that imagination is equal to innovation.

Step three to ensure prosperous innovation is Leadership.

The word leadership has triggered a mass of material in management literature to the point that it’s hard to know what it really means. Indeed, relatively few names come to mind when we think of true leaders. A leader is somebody with a theory, a well-defined and solid conceptual model to support their ambitions to the goal. A leader, though, is also somebody who can create in the stakeholders (their people, customers, suppliers and the community at large) an idea of future they want to be part of. Moreover, they know how to communicate this vision and live with it. A leader is able to imbue this idea of future into the life of their organization.

The transformation for organizations that Intelligent Management advocates is one of system optimization as a prerequisite for innovation; one in which competition is replaced by cooperation, where performances are managed using appropriate statistical thinking and not assessed deterministically, where teamwork is fostered and not the ranking of individuals.

The transformational process associated with sustainable innovation of products and processes must then start with the Leadership of the company.

Quality and the failure of quality systems

Quality systems have not really worked because Leaders have regarded them, essentially and at large, as a bureaucratic obligation and never as an intrinsic part of an essential strategy to foster growth through innovation. Similarly, when companies adopt erratic patterns towards ill-defined innovation this leads to the squandering of public money,  triggering a preposterous debate on the role of government in supporting economic growth through such subsidies. How can we avoid this?

In a world that screams for continuous innovation, leaders have an opportunity to give meaning to their role by creating an organization focused around innovation. In this way, companies can rapidly develop the Quality they need to cope with the challenges of globalization.This should entail creating an organization centred around a network of projects with project management not just as a key method but as a way of being. Companies must systematically foster the ability to develop new ideas or products with speed and to design and execute precise project plans, whether simple or complex.

By embracing a paradigm of organizational change as a prerequisite for developing an effective system of innovation, Industry can regain competitiveness and play its role as the economic engine of nations. By demonstrating this committed pattern towards innovation, companies can profitably engage their government and enjoy its deserved support. Everybody wins.

Innovation as the focus of organizational efforts (and a catalyst for quality)

Innovation is not just another company function, much less a department.  Innovation is the very reason why a company exists and survives: to supply customers with products of ever increasing Quality. The organizational systems that enable innovation to flourish are what deserve the attention, and therefore the public money, of the government because they translate this public money into the wealth of the nation, not just the wealth of their shareholders. Any well designed Innovation deserves a Standard, and we will look at the role of such a Standard in our next piece.

Recap of 3 steps towards prosperous innovation:

1)   Create an operational definition of Innovation

2)   Invalidate the flawed assumption that equates “imagination” with “Innovation”

3)   Leadership

 

Written by angela montgomery · Categorized: Systems Thinking · Tagged: Deming, innovation, leadership, network of projects, PDSA, project management, Quality, strategy, sustainable, sustainable innovation, Systems Thinking

Search Form

Comments

  1. Brian Keedwell says

    November 16, 2011 at 2:18 PM

    WORLD-WIDE WEALTH & WELFARE web-site is http://www.w-w-w-w.org
    Acronym for also means win-win-win-win.

    The web-site contains EIGHTY videos and takes EIGHT hours to watch.

    My instinct is that the PFCN (Profitable Fulfillment of Customer Needs) vision of which MPS (Mobile Process Service) is an instantiated segment fullfills MAY (if not all of this installment number three.

    I look forwasrd to the remaing three episodes!

    Brian
    Alias Sir George the Dragon Slayer due to being knghted in Dragons’ Den in Canada 28 October 2009 broadcast. As Distinguished Professor Emerius Don Cowan at UWaterllo sai “This could be a revolution – but it will be a pedagogic challenge…..nobody will understand you! My instinct already is that Angela Montgomery will probably at least understand our proposition and that we already have the platforrm fo a shared vision…..

    Reply

Leave a Reply Cancel reply

Your email address will not be published. Required fields are marked *

Sign Up For Our Systems View Blog!

Fields marked with a * are required.

Search Form

Recent Posts

  • Why Complexity Impacts Your Organization January 20, 2023
  • Continuous Learning is a Must for Organizations Today – A Systemic Approach Part 18 January 11, 2023
  • Why HR Is So Much More than a Department – A Systemic Approach Part 17 December 21, 2022
  • Are Your Management Methods and Style Obsolete? December 2, 2022
  • Sell More of What Your Company Does with the Resources You Already Have (External Constraint) – A Systemic Approach Part 16 November 3, 2022
  • The Science of Thinking Breakthroughs from Dr. Domenico Lepore for Today’s Complex Business Environment October 10, 2022
  • Shifting Your Focus from Cost to Throughput is How You Can Thrive – a Systemic Approach Part 15 September 29, 2022
  • Are Companies with a Hierarchical/Functional Mindset Dinosaurs? A Systemic Approach Part 14 September 22, 2022
  • Company Functions Are Limiting Your Organization’s Performance – A Systemic Approach Part 13 September 13, 2022
  • End Silos and Dissatisfaction: Learn to Operate as a Network of Projects Organization August 29, 2022
  • Leading and Managing Change Effectively: It’s A Process that Includes You – A Systemic Approach Part 11 August 21, 2022
  • Controlling the Whole Organization through the Constraint – A Systemic Approach Part 10 August 14, 2022
  • Improving Flow Company Wide – A Systemic Approach Part 9 August 3, 2022
  • Why Your Organization’s Constraints are the Key to Success – A Systemic Approach Part 8 July 29, 2022
  • Working with Variation to Support Good Decision Making – A Systemic Approach Part 7 July 20, 2022

Social Icons

  • LinkedIn
  • Twitter
  • Vimeo

Archives

  • January 2023
  • December 2022
  • November 2022
  • October 2022
  • September 2022
  • August 2022
  • July 2022
  • June 2022
  • May 2022
  • April 2022
  • March 2022
  • February 2022
  • January 2022
  • December 2021
  • November 2021
  • October 2021
  • September 2021
  • August 2021
  • July 2021
  • June 2021
  • May 2021
  • April 2021
  • March 2021
  • February 2021
  • January 2021
  • December 2020
  • November 2020
  • October 2020
  • September 2020
  • July 2020
  • June 2020
  • May 2020
  • April 2020
  • March 2020
  • February 2020
  • January 2020
  • December 2019
  • November 2019
  • October 2019
  • September 2019
  • August 2019
  • July 2019
  • June 2019
  • May 2019
  • April 2019
  • March 2019
  • February 2019
  • January 2019
  • December 2018
  • November 2018
  • October 2018
  • September 2018
  • August 2018
  • July 2018
  • June 2018
  • May 2018
  • April 2018
  • March 2018
  • February 2018
  • January 2018
  • December 2017
  • November 2017
  • October 2017
  • September 2017
  • August 2017
  • July 2017
  • June 2017
  • May 2017
  • April 2017
  • March 2017
  • February 2017
  • January 2017
  • December 2016
  • November 2016
  • October 2016
  • September 2016
  • August 2016
  • July 2016
  • June 2016
  • May 2016
  • April 2016
  • March 2016
  • February 2016
  • January 2016
  • December 2015
  • November 2015
  • October 2015
  • September 2015
  • August 2015
  • July 2015
  • June 2015
  • May 2015
  • April 2015
  • March 2015
  • February 2015
  • January 2015
  • December 2014
  • November 2014
  • October 2014
  • September 2014
  • August 2014
  • July 2014
  • March 2014
  • February 2014
  • January 2014
  • November 2013
  • October 2013
  • September 2013
  • August 2013
  • March 2013
  • February 2013
  • December 2012
  • November 2012
  • October 2012
  • September 2012
  • August 2012
  • July 2012
  • June 2012
  • May 2012
  • April 2012
  • March 2012
  • February 2012
  • January 2012
  • December 2011
  • November 2011
  • October 2011
  • September 2011

Our Blog

  • Why Complexity Impacts Your Organization
  • Continuous Learning is a Must for Organizations Today – A Systemic Approach Part 18
  • Why HR  Is So Much More than a Department – A Systemic Approach Part 17
  • Are Your Management Methods and Style Obsolete?
  • Sell More of What Your Company Does with the Resources You Already Have (External Constraint) – A Systemic Approach Part 16

Recent Posts

  • Why Complexity Impacts Your Organization January 20, 2023
  • Continuous Learning is a Must for Organizations Today – A Systemic Approach Part 18 January 11, 2023
  • Why HR Is So Much More than a Department – A Systemic Approach Part 17 December 21, 2022
  • Are Your Management Methods and Style Obsolete? December 2, 2022
  • Sell More of What Your Company Does with the Resources You Already Have (External Constraint) – A Systemic Approach Part 16 November 3, 2022

Connect with us on LinkedIn and Twitter

  • LinkedIn
  • Twitter

Sign Up For Our Systems View Blog!

Fields marked with a * are required.
  • Home
  • Blog Theory of Constraints and Deming
  • Library
  • How to adopt systemic organization management
  • Knowledge Base for ‘The Human Constraint’
  • Contact Us

© 2021 Intelligent Management Inc. Canada

Privacy Policy