I am not Creative!
Year 2005, studying Lean Six Sigma (LSS) for my third level certification (Green Belt) It was a hard time, indeed, as not only was I just studying for my Masters degree in Business; but also I was enrolled in the rigorous MoreSteam university, Ohio, USA. Of course, beside my regular job as Marketing Manager in Xerox Egypt.
360° Feedback was a prerequisite before I enroll, to assist and understand my strengths and attributes forming character. If you are not aware of this feedback system, it is also known as multi-rater, multi-source assessment; as it incorporates feedback from an employee’s subordinates, colleagues, and supervisor(s), as well as a self-evaluation by the employees themselves.
My goal was to be in the regional management team and that is why I asked my peers, managers in our regional office in Uxbridge to be part of this feedback. My self-assessment attributes that I am a team player, this was my top attribute and it was really matching my own point of view about my character and attribute.
The overall results were shocking for me. My top attribute was Creativity! Team player was in the 4th or 5th rank; I thought something wrong with this mechanism; as far as I know about myself, creativity was my 3rd or 4th rank. Nothing that I can do but to mention this in my report. And then in the face to face workshop I told the lead instructor professor…. I stated it loud, I am not creative!
Day three of the workshop, there was a team group exercise that I was working with my team to solve an issue; discussions, flipcharts, and whiteboards are being used.
We were in a circle and sharing point of views. Then I left them unconsciously, not aware of what I am doing as an idea hit my mind; I moved away slowly as if I am hypnotized and went to a far away corner flipchart and I started drawing my idea about the process. I finished and stood there for a moment looking to what I have just done, I wasn’t fully aware of it, however I solved the issue! When I heard that voice from my back “Do you still think you are a team player and not creative” I turned to see the lead professor, with a smile on his face asking me “Where is your Team?” I pointed to where the team is without saying a word.
He looked at them and asked me again “Do you know what you just did?” I shake my head with “No”!
“Spaghetti Diagram” he said; and when I asked what was it? he answered: “ you will learn it in the next certification level; but the most important is that you proved to yourself that your highest attribute is Creativity, Now get back to your team, and tell them that you solved it!”
Year 2019, starting my own consultancy business, I wanted to rely on my strength, I still think that I am a good team player, but on top of my attribute’s list is “Creativity”. I built … A Modern Organization
Globalization and information technology have led to a discussion of the potential for an organization to generate competitive advantage on the basis of innovation and there have been several studies on the subject of organizational innovation
The concept of innovation is very complex, the successful production, assimilation and exploration of something new and the results of implementing innovation whether its new processes, products, services and methods of delivery which result in significant improvements in outcomes, efficiency, effectiveness or quality. And to add to the complexity there are significant reasons to include in the interactive and social dimensions.
There are various categorizations of innovation:
- The renewal and broadening of the range of products and services and associated markets.
- The creation of process, production, procurement, and distribution methods.
The introduction of changes to management, work organization and workers’ qualifications.
Types of Organizational Innovation:
- Production and efficiency practices
- Business re-engineering
- Flat Organization
- Product/service quality Outsourcing
- Organizational Excellence
- Alliances and Partnership
- Customer delight
- Human resources management practices
- Building skills
- Performance-based pay
- Flexible job design
- Employee involvement
- Cross Functions
Knowledge based organizations
Knowledge can be a game breaker of organization’s innovation and change success. knowledge is a fluid mix of framed experience, values, contextual information, and expert insight that provides a framework for evaluating and incorporating new experiences and information. Knowledge is associated with action.
Knowledge is created within the company to make it more successful, to keep it in the market, to increase competitiveness and to keep it ahead of its rivals. Today’s organizations do not compete in terms of products, services or technology but in terms of know-how, processes and values. It is an attempt to recognize this understanding of knowledge and incorporate both individual and group knowledge.
The human resources practices inside the company can facilitate knowledge sharing. A creation of new knowledge as well as the improvement of current practices. Human Resources Practices can also be a considerable barrier, thereby impeding knowledge sharing and ultimately reducing organizational efficiency.
The typical knowledge sharing barriers identified in the literature fall into three groups:
- Individual barriers, like the fear of losing personal competitive advantage and of being misunderstood and misinterpreted.
- Organizational barriers, which is determined by the organizational structure, the system of communication and organizational culture reinforcing the value of trust among individuals and an Organization that promotes free information flows and tolerance of mistakes.
The Digital Organization is a complex phenomenon that has dramatically risen after the outbreak of COVID-19 and the evolution of work from home and social distancing practices. Digital Organization concept is focused on non-hierarchical coordination structures, information-rich products, and considerations of people knowledge. All of these can be supported by information and communication systems which are important aspects.
Petr Drucker, The Father of Management, describes Digital Organizations as constituting of teams of self-managed knowledge workers, linked by information technology to share skills, costs and access to each other’s markets.
I see that technology can connect geographically distributed individuals, but it does not necessarily lead to effective communication. Digital organizations cannot function across geographical and cultural boundaries without information technology. Now we hear more and more about the new form of network organization, such as virtual companies, virtual enterprises, and even virtual factories.
With Digital Organization, the boundaries of time, geographical space, organizational units, and information access are dissolved with the use of ICT (Information and Communication Technologies).
The introduction of digital products, services, channels, and interfaces have posed a challenge for leaders of traditional companies in order to design their organizations. Digital technology introduces a dimension of the organization that rarely stands on its own; it must be linked and integrated into the other parts of the company.
Digital technology is transforming all kind of industries; and it is covering all aspects of digital types and technologies; from Internal technologies including analytics, competitive intelligence, and External technologies consisting of the platforms that used to reach customers and deliver content such as websites, search engine optimization, social media monitoring, ads, landing pages, e-mail campaigns, and apps of all kinds.
And with the revolution of big data analytics, more and more firms will need to find a way to integrate this capability into their existing business models. We are seeing huge shift towards e-commerce channels, and logistics needs.
Leaders of Modern Organizations may put strategies to be integrated in organizations to promote several important soft skills to manage their virtual teams efficiently.
Building Modern organizations is not an easy task; it is not only the look and feel of the organization, it is the culture, value, strategies that hold within the main three pillars of Modern Organizations.
- Innovation Culture
- Knowledge Sharing culture and mechanism
- Digital Platform.
In Pinnacle, we consult the triangle of modern Organization, Mindset of innovation, Structure of Knowledge and sharing it. and your IT Infrastructure.
Our Strategist consultants have helped big, small and medium business, setting up their strategies and plans in different markets, regionally and globally.
We base our planning modules on the famous Balanced Scorecard which link all aspect together to share knowledge and innovation to create client value. Our Triple Bottom Line performance measurement will help you link the profitability with the social responsibilities and care of your staff. It has become challenging for most businesses to keep their financial wheels rolling during the lockdown period due to less revenue churn and the general uncertainty in the global financial environment.
Your Mindset as a leader, wherever you are in the hierarchical organizational chart, we have the right training programs for you and your team to be always motivating and focus on the task, Pinnacle Live Academy offers you range of modules and coaching sessions that will keep you on top of the change.
Pinnacle IT Infrastructure team will be designing, setting, managing the implementation of your digital transformation. And we are geared up with the solutions that will measure your digital presence against your competition.
Pinnacle® is a multi-country consultancy firm. Our consultants are spread around the world; with 70% of our consultants are women. We have built our organization on modern business model with agility, diversity, and resilience to the business dynamics. We have chosen our technology platform to support our modern mindset thus we work from anywhere …. As work is not a place anymore. We implement Lean Six Sigma in everything we do whether internally or externally at our client sites.