The Human Factor in innovation
WhozNext develops solutions to the questions that arise during the transition to an innovative organisational culture. We learn how this must be done by developing programmes and interventions, both on a commissioned basis and on our own initiative. As innovation is an interactive process, a learning process between people and organisations, that strongly relates to the organisational culture, we share the knowledge accumulated in doing so with as many people as possible because knowledge only gains value when it is shared.
Our mission is to expands innovation theory and its application to include the concept of the Human Factor in Innovation as a competitive advantage and distinguishes the Human Factor in Innovation as a significant concept to improve the performance in a job, organisations or society, where creative ideas play an explicit role. Creating an enabling environment to recognise and embrace the intangible characteristics of the human factor in innovation as a determinant of small firm innovation is critical.
Culture of Innovation
When it comes to innovation, organisations and policymakers have generally given substantial attention to resources, processes and the measurement of success — the more easily measured, tools-oriented innovation building blocks. But companies and policymakers have often given much less attention to the harder-to measure, people-oriented determinants of innovative culture (values, behaviours and climate). Yet these “human factor intangible assets” have the greatest power to shape the culture of innovation and create a sustained competitive advantage.
the human side of innovation processes
Competitive advantage lies in part with the organisation’s capacity to innovate, evaluate and exploit internal and external knowledge. The ability to identify and assess the competitive advantage of innovative characteristics is of key strategic importance to organisations.
Theory tells us that innovation is an interactive process, a learning process between people and organisations, that strongly relates to the organisational culture. It is this learning process we are very interested in. Many years of experience have taught us that if you want to achieve anything in the actualisation of innovation, you need to recognise and embrace the intangible characteristics of learning in relation to the organisational culture.
The results of research on human knowledge development reveal that (academic-) entrepreneurs, managers and professionals in small firms who avail of coaching and training on leadership, entrepreneurship and organisational culture show a significantly positive contribution to increased innovative activities and performance. The benefits show an even stronger significance in the case of small-sized firms in the high technology sectors or ‘research-based’ firms and particularly start-ups.
It is therefore that we focus on the human side of innovation processes in high-tech SMEs. It facilitates learning for individuals and organisations, and is a place for (academic-) entrepreneurs, leaders, managers and professionals who are looking for inspiration, motivation, knowledge and insight towards successful commercialisation of their innovations.
Vincent Pieterse, PhD
TJWAN TAN, PHD
Liaison Officer Enterprise Europe Network
Emad Al-Bustami, MBA PMP
Vladia Monsurro, PhD MBA
"Culture eats strategy for breakfast"
- Peter Drucker
Blogs / News
The increasing interest in ‘communities of practice’ (CoP) among many leading organisations, such as Hewlett-Packard, Shell, DaimlerChrysler, and the World Bank, highlights a recognition by many managers of the importance of informal and emergent networks to the vitality of an organisation, coupled with the desire to encourage and direct such informal relationships and interactions toward Read more about ‘Communities of Practice’[…]
According to PricewaterhouseCoopers, over half of innovating companies struggle with bridging the gap between innovation strategy and business strategy, flagging it as their greatest strategic challenge when it comes to innovation. That’s more than twice as many that point to any other strategic challenge. Both in literature and in research a lot of attention is Read more about The X factor? Culture of Innovation[…]
In his PhD Dissertation titled Innovation through collaboration: Challenging the assumptions Ward Ooms put the analysis of personal proximity for forming and maintaining innovation-related university-industry collaborations centre-stage. The research shows that personal proximity – close similarity in terms of personal traits and behavioural patterns – substantially affects the whole life cycle of research collaborations. According Read more about Claimed by many, integrated by few[…]
Recently, WhozNext became a member of the Brussel based Knowledge4Innovation platform. Knowledge4Innovation is an open, independent, non-profit platform with a wide variety of stakeholders including regions, cities and universities, research organisations, regions and cities, trade organisations and think tanks as well as technology platforms, small and large companies.