James Roesler YesterdayMay 19 at 5:05pmManage Discussion Entry Agility Versus Innovation Agility and Innovation can work together in an organization to help drive change initiatives, but does one have...

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James Roesler

YesterdayMay 19 at 5:05pmManage Discussion Entry


Agility Versus Innovation



Agility and Innovation can work together in an organization to help drive change initiatives, but does one have more power over another? The question is one that can be examined through definitions of both agility and innovation as they relate directly to the change model for an organization. Agility is the ability in an organizational setting to move swiftly and quickly based on reactive measures for the most part (Lill & Wald, 2021). Innovation is attributed to creating new processes or significant changes in both efficiency and effectiveness of ideas and products (Rosenberg, 2010). Both agility and innovation have similarities that are related to process change and forward progress. Agility and Innovation differ in that agility is focus on the sprint to complete a new idea or initiative based on a component of speed to completion (Brand et al., 2021). Agile management stylings can be related to the innovation and creative process through a series of open-ended and transparent group sessions that are specific to timelines and deadlines. Krstić et al. (2018) go one step further and establish a relative timestamp for the relatedness of innovation to periods and categorize two specific regions of innovation as “...incremental and radical” (p.61). Agility in leadership and change management falls primarily in the incremental characteristic as it looks to move linearly and is driven by dynamics that seek change based on existing premises but with new leadership and scope, and can be driven on market demand alone. Pure innovation tends to fall into the radicalistic side of character, as true innovation in organizations is based on new technologies, culture and paradigm shifts to previous visions, and is driven more by long-term goals (Krstić et al., 2018).



The fact that innovation creates ideologies, platforms, and products from a non-existent place would support the premise that innovation indeed creates agility. Without an idea over time, presented in nonlinear functions, there would be no reason to become agile in the change-management process. Innovation occurs because of new thoughts and ideas and is supported through change-management platforms, similar to agile, in the regard that without implementation; innovation goes nowhere (Rosenberg, 2010).


Regards,


James



References


Brand, M., Tiberius, V., Bican, P. M., & Brem, A. (2021). Agility as an innovation driver: Towards an agile front end of innovation framework.Review of Managerial Science, 15(1), 157–187.https://doi.org/10.1007/s11846-019-00373-0(Links to an external site.)


Krstić, M., Skorup, A., & Lapčević, G. (2018). Trends in agile innovation management.International Review, 2018(3-4), 58–70. https://doi.org/10.5937/IntRev1804058K


Lill, P.A., Wald, A. (2021, September). The agility-control-nexus: a levers of control approach on the consequences of agility in innovation products.Technovation, 107.https://doi.org/10.1016/j.technovation.2021.102276(Links to an external site.)


Rosenberg, N. (2010).Studies on science and the innovation process. World Scientific Publishing Co.







Kari Nesmith

YesterdayMay 19 at 9:22pmManage Discussion Entry


The innovation of business models are the keys to survival within the growth of business environments (Brand,2021). The concept of agility associates with innovation management. Agile methodologies have increased customer integration, quality, and future thinking. Agility is also imperative into future growth. Agile methods are most relevant within the first stage of the innovation process comprising of business development and idea selection. Agility emphasizes the capability to utilize change as an opportunity. The agility concept is the continual readiness to change an organization and the relationship effectively and sustainably within its environment.



Agility covers the capability to respond quickly and flexibly to change or uncertainties, to drive change proactively, and to integrate the environment. The capability approach is a multi-stage process into the transformation of ideas and service processes versus innovation as beginning at the research stage to the market introduction stage. The front end of innovation includes predevelopment activities which is the differentiation of innovation success and failures. Agile methods positively impact the front end of innovation. The agility enablers consist of employees, leadership styles, strategies, organizational systems, and integration of the customers. Leadership along with innovation creates empowerment and more decentralized decision making. The ability for a leader to develop trust with the system as a basis plays a significant role within promoting innovate behavior. Recognizing the fundamental influencing factors greatly strengthens the overall success, and established foundations.



Agility extends far beyond information technology framework and expands to improve the innovative processes within every function of almost every industry. Agile innovative systems are the core link to innovation (Krstic, 2018). Agile processes are the importance with advancement within innovation. Agility is introducing the concepts of value and flow in all processes that fosters a continuous improvement culture for decisions and processes (Lichtenthaler, 2020)







Jennifer Lewis

YesterdayMay 19 at 10:45pmManage Discussion Entry

Hello class,



Agile results in innovation. In software development, for example, agile methodologies allow for thin vertical slices of high value as an output. These vertical slices produce an MVP - most valuable product - and can be iterated over for improvements, or trashed as a nonviable solution. The point of agility is quick turnaround in a fast-paced industry. Agile methodologies work in software development because technology changes so much that if developers were to engineer a solution today that they would deliver in a year, it would be so out of date by the time they delivered it, it would provide no value. Reverse engineering a solution that would take a significant amount of time would be useless as the technology would change too much for it to ever be used when finished.


Agility makes way for innovation because it allows a fail-fast approach. When individuals are given the freedom to work creatively on a solution, a company is able to leverage that creativity for innovative output. When all parties are asked to come to the table with a solution tomorrow, and no idea is off the wall, individuals have flexibility to bring creativity and innovation into the room. A common practice in agile software development shops are hackathons. Hackathons are specifically meant to embrace agile methodologies for creative solutions in a crowd-sourced model. Innovation is at the core of a hackathon and many of today's great ideas came from these types of events.


However, being agile does not mean that innovation will be produced. It must be encouraged and individuals must be allowed to fail in order to cultivate creative ideas. If employees are not given the freedom to try out new ideas, they will be afraid to fail or afraid to bring something to the table out of fear of rejection or career impact. Agility drives innovation. It allows space for innovation when implemented correctly.


Leaders need to make safe spaces for individuals to fail and experiment. If employees feel that they can bring their creativity and ideas, even though they may think they are likely to fail, creativity will flow freely and innovation will breed new and exciting ideas for a company's competitive edge.


References


Brand, M., Tiberius, V., Bican, P. M., & Brem, A. (2021).Agility as an innovation driver: Towards an agile front end of innovation framework(Links to an external site.)(Links to an external site.).Review of Managerial Science,15(1), 157–187.https://doi.org/10.1007/s11846-019-00373-0(Links to an external site.)


Hopen, D., & Rooney, J. J. (2019).Decisions, decisions: A framework for agile decision making in lean Six Sigma projects(Links to an external site.)(Links to an external site.).Lean & Six Sigma Review, 18(2), 27–31.


Answered Same DayMay 21, 2022

Answer To: James Roesler YesterdayMay 19 at 5:05pmManage Discussion Entry Agility Versus Innovation Agility and...

Shubham answered on May 21 2022
86 Votes
Running Head: RESPONSE TO DISCUSSION POSTS                    1
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Response to James Roesler
Hi James,
Thank you so much for your response. I would like to add here that digital innovation in present time gets affected by organizational agility. Since 1990s, experts and researchers are trying to understand the impact of cultural values on innovation and agility. According to Goncalves, Bergquist, Bunk and Alänge (2020), it helps the organization to be flexible but when the values compete among themselves, they become the major factor of reduced efficiency.
Then the need arises to make changes in the culture so that potential challenges in digitalization and organizational agility can be addressed. As believed by Chan, Teoh, Yeow and Pan (2019) digital innovation is a differentiating strategy, a means to deal with global competiveness. When an organization claims to be agile, which means it has persistent and expeditious capabilities to prosper in uncertain times. To excel in such challenging times it is required that innovative plan is prepared quickly then only the competitive strategy can be introduced in the market.
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