構(gòu)建創(chuàng)新型組織的五個(gè)步驟
講師：劉向明 瀏覽次數(shù)：2576
課程描述INTRODUCTION
· 高層管理者· 中層領(lǐng)導(dǎo)· 儲(chǔ)備干部
培訓(xùn)講師：劉向明
課程價(jià)格：￥元/人
培訓(xùn)天數(shù)：2天
日程安排SCHEDULE
課程大綱Syllabus
構(gòu)建創(chuàng)新型組織
課程導(dǎo)言
構(gòu)建創(chuàng)新型組織，需要依次完成五個(gè)步驟，發(fā)現(xiàn)人才、組建團(tuán)隊(duì)、優(yōu)化流程、調(diào)整結(jié)構(gòu)、重塑文化（如下圖所示）。完成了這五個(gè)步驟之后，創(chuàng)新的動(dòng)力就由個(gè)人意志，升級(jí)為組織機(jī)制。以機(jī)制來(lái)驅(qū)動(dòng)創(chuàng)新，這樣的組織就是創(chuàng)新型組織。如何構(gòu)建創(chuàng)新型組織？本課程圍繞上述五個(gè)步驟，逐一闡述各個(gè)步驟的方法和要點(diǎn)。
Overview
To build an innovative organization, the following five steps need to be completed, namely, searching talents, teaming talents, optimizing processes, revising structures, and molding culture (as shown in the diagram below). After completing these five steps, the motivation for innovation is upgraded from personal will to organizational mechanism. Drive innovation by mechanism, such an organization is an innovative organization. How to build an innovative organization? Based on the above five steps, this course will elaborate on the detailed methods and knowhows of each one step.
課程收益
1、核心知識(shí)：學(xué)習(xí)該課程，學(xué)員能迅速了解創(chuàng)新型組織的特征、背景，以及構(gòu)建創(chuàng)新型組織的步驟。
2、關(guān)鍵技能：學(xué)習(xí)該課程，學(xué)員能快速掌握構(gòu)建創(chuàng)新型組織所需的技能，以及推進(jìn)創(chuàng)新型組織的訣竅。
Benefits
1、Essential knowledge: In this course, you will understand the steps of building an innovative organization.
2、Critical skills: In this course, you will develop new skills for building innovative organization.
目標(biāo)學(xué)員
成熟企業(yè)的中高層經(jīng)理、創(chuàng)業(yè)公司的創(chuàng)始團(tuán)隊(duì)
Intended participates
Top managers of established companies, executive team of startup companies.
課程大綱
第一章 演化過(guò)程：創(chuàng)新的演化過(guò)程
課前思考：創(chuàng)新有什么規(guī)律和模式？
一 創(chuàng)新模式的演化
1、第一階段的創(chuàng)新：天才主導(dǎo)，代表人物，達(dá)芬奇，1500年
2、第二階段的創(chuàng)新：團(tuán)隊(duì)協(xié)作，代表人物，愛(ài)迪生，1876年
3、第三階段的創(chuàng)新：要素重組，代表人物，熊彼特，1911年
4、第四階段的創(chuàng)新：價(jià)值導(dǎo)向，代表人物，*，1985年
5、第五階段的創(chuàng)新：范式顛覆，代表人物，克萊頓，1995年
二 創(chuàng)新型組織的構(gòu)建步驟
1、發(fā)現(xiàn)人才：發(fā)現(xiàn)有創(chuàng)造力的人才，Searching
2、組建團(tuán)隊(duì)：組建創(chuàng)新導(dǎo)向型團(tuán)隊(duì)，Teaming
3、優(yōu)化流程：引入創(chuàng)新導(dǎo)向型流程，Optimizing
4、調(diào)整結(jié)構(gòu)：規(guī)劃創(chuàng)新導(dǎo)向型結(jié)構(gòu)，Revising
5、塑造文化：塑造創(chuàng)新導(dǎo)向型文化，Molding
小組練習(xí)1：討論，怎樣分析公司的創(chuàng)新能力
本章的教學(xué)目標(biāo)：讓學(xué)員了創(chuàng)新型組織的構(gòu)建步驟。
Course outline
Chapter 1 Tracking: Tracking the Evolution of Innovation
Pre-training question: Are there any laws and patterns of innovation?
1、Evolution of innovation model
a) Genius-led stage, representative, Leonardo da Vinci, 1500
b) Teamwork stage, representative, Edison, 1876
c) Reorganization stage, representative figure, Schumpeter, 1911
d) Orientation stage, representative, Drucker, 1985
e) Disruptive stage, representative, Christensen 1995
2、Steps to build an innovative organization
a) Searching talents: find creative talents
b) Teaming talents: build an innovation-oriented team
c) Optimizing process: introducing innovation-oriented process
d) Revising structure: plan an innovation-oriented structure
e) Molding culture: Molding an innovation-oriented culture
Group exercise 1: Analyzing the level of organizational innovation
Benefits from this chapter: understanding the stages of building an innovative organization.
第二章 發(fā)現(xiàn)人才：發(fā)現(xiàn)創(chuàng)新型人才
課前思考：有創(chuàng)造力的人，有什么共同特征？
一 創(chuàng)造力的四種形式
1、基礎(chǔ)：批判思維，發(fā)現(xiàn)問(wèn)題，批判主義者
2、起步：改善能力，解決問(wèn)題，改良主義者
3、飛躍：顛覆能力，發(fā)現(xiàn)機(jī)會(huì)，理想主義者
4、升華：迭代能力，長(zhǎng)期聚焦，長(zhǎng)期主義者
創(chuàng)造力的代表人物：?jiǎn)滩妓?、達(dá)芬奇、伽利略
二 個(gè)人創(chuàng)造力的素質(zhì)基礎(chǔ)
1、感受捕捉能力：敏感，放大感受
2、專(zhuān)注思考能力：思考，尋找方案
3、情景推演能力：想象，嘗試方法
4、積極行動(dòng)能力：實(shí)踐，投入行動(dòng)
5、長(zhǎng)期聚焦能力：優(yōu)化，改進(jìn)方案
三 創(chuàng)造力的甄選與培養(yǎng)
1、創(chuàng)造力測(cè)試：發(fā)現(xiàn)具有創(chuàng)造力的人才
2、培養(yǎng)創(chuàng)造力：培養(yǎng)具人創(chuàng)造力的人才
小組練習(xí)2：模擬，怎樣激活個(gè)人的創(chuàng)新能力
本章的教學(xué)目標(biāo)：讓學(xué)員掌握的創(chuàng)新人才的發(fā)現(xiàn)和培養(yǎng)技巧。
Chapter 2 Searching: Discovering Innovative Talents
Pre-training question: What do creative people share in common?
1、Four forms of personal creativity
a) Critical thinking, problem discovery
b) Renovation ability, solving problems
c) Subverting ability, discovering opportunity
d) Iterative ability, long-term focus
Representatives: Steve Jobs, Leonardo da Vinci, Galileo Galilei
2、The trait basis of personal creativity
a) Feeling capture ability: amplifying feelings
b) Concentration ability: finding solutions
c) Motion imagination ability: imagining solutions
d) Executive ability: practice, acting as planning
e) Long-term focus ability: improving solutions
3、Selection and cultivation of creative talents
a) Testing creativity: finding creative talents
b) Cultivating creativity: training creative talents
Group exercise 2: How to activate personal creativity
Benefits from this chapter: mastering the selecting and training skills of innovative talents.
第三章 組建團(tuán)隊(duì)：組建創(chuàng)新型團(tuán)隊(duì)
課前思考：什么樣的團(tuán)隊(duì)會(huì)有創(chuàng)造力？
一 創(chuàng)新型團(tuán)隊(duì)的必要特征
1、互動(dòng)：成員的情緒互動(dòng)，信任
2、互補(bǔ)：成員的思維互補(bǔ)，開(kāi)放
3、互賴(lài)：成員的技能互賴(lài)，協(xié)作
二 創(chuàng)新型團(tuán)隊(duì)的工作方式
1、頭腦風(fēng)暴：眾多觀點(diǎn)的聚集
2、魔鬼建議：不同觀點(diǎn)的沖擊
3、活動(dòng)復(fù)盤(pán)：過(guò)去活動(dòng)的改善
4、模擬投標(biāo)：未來(lái)活動(dòng)的規(guī)劃
經(jīng)典案例：愛(ài)迪生實(shí)驗(yàn)室的團(tuán)隊(duì)協(xié)作
三 創(chuàng)新型團(tuán)隊(duì)的形式
1、職能團(tuán)隊(duì)：專(zhuān)業(yè)導(dǎo)向的長(zhǎng)期團(tuán)隊(duì)
2、項(xiàng)目團(tuán)隊(duì)：解決問(wèn)題的臨時(shí)團(tuán)隊(duì)
3、專(zhuān)題團(tuán)隊(duì)：討論問(wèn)題的虛擬團(tuán)隊(duì)
小組練習(xí)3：模擬，怎樣組建一個(gè)創(chuàng)新型小組
本章的教學(xué)目標(biāo)：讓學(xué)員掌握創(chuàng)新型團(tuán)隊(duì)的組建要領(lǐng)。
Chapter 3 Teaming: Building an Innovative Team
Pre-training question: What kind of team will be creative?
1、Necessary characteristics of an innovative team
a) Interaction: emotional interaction that builds trust
b) Complementary: members' thinking is complementary
c) Interdependence: members’ skills are interdependent
1、The way of working of innovative teams
a) Brainstorming: gathering of ideas
b) Devil’s Advocate: The Impact of different views
c) After action review: improvement of past activities
d) Mock bidding: planning for future activities
Classic case: Teamwork in Edison Lab
2、Three forms of innovative team
a) Functional team: a professional-oriented long-term team
b) Project team: temporary team to solve the problem
c) Thematic team: a virtual team to discuss issues
Group exercise 3: How to form an innovative team
Benefits from this chapter: mastering the essentials of forming an innovative team.
第四章 優(yōu)化流程：優(yōu)化創(chuàng)新型流程
課前思考：跨部門(mén)的工作怎么創(chuàng)新？
一 熊彼特的創(chuàng)新理論
1、要素細(xì)分：生產(chǎn)要素的持續(xù)細(xì)分
2、要素重組：生產(chǎn)要素的優(yōu)化重組
二 流程要素
1、黑箱要素：經(jīng)驗(yàn)操作、感覺(jué)描述、程度判斷、期望推理
2、櫥窗要素：程序操作、閾值描述、存在判斷、邏輯推理
經(jīng)典案例：福特汽車(chē)的流程創(chuàng)新
三 流程層面的創(chuàng)新
1、流程的梳理：了解要素的組織形式
2、流程的起點(diǎn)：改變流程的價(jià)值導(dǎo)向
3、流程的啟動(dòng)：改變流程的響應(yīng)速度
4、作業(yè)的形式：改變作業(yè)的操作難度
5、判斷的標(biāo)準(zhǔn)：改變判斷的復(fù)雜程度
6、流程的聯(lián)動(dòng)：改變流程的聯(lián)動(dòng)效應(yīng)
7、流程的剛性：改變流程的修訂步驟
小組練習(xí)4：演練，怎樣規(guī)劃創(chuàng)導(dǎo)向的新流程
本章教學(xué)目標(biāo)：掌握規(guī)劃創(chuàng)新流程的關(guān)鍵技能。
Chapter 4 Optimizing: Optimizing Innovative Process
Pre-training question: How to innovate in cross-departmental work?
1、Schumpeter's theory of innovation
a) Factor breakdown: continuous breakdown of production factors
b) Factor reorganization: optimized reorganization of production factors
2、Process elements
a) Blac box elements: experience, description, judgment, expectation
b) Showcase elements: program, threshold, existence, reasoning
Classic case: Ford's process innovation
3、Innovation factors of process
a) Presenting of process: visualization of process elements
b) Start point: changing the orientation of process
c) Initiating of the process: changing the response speed of process
d) Assignment: changing the difficulty of tasks
e) Judgment: changing the complexity of judgment
f) Process linkage: changing the linkage of processes
g) Rigidity of process: changing the frequency of revision
Group exercise 4: How to design a creative process
Benefits from this chapter: mastering the key skills of planning an innovation process.
第五章 調(diào)整結(jié)構(gòu)：調(diào)整創(chuàng)新型結(jié)構(gòu)
課前思考：組織結(jié)構(gòu)會(huì)不會(huì)影響創(chuàng)新？
一 什么是組織結(jié)構(gòu)
1、目標(biāo)分解：組織目標(biāo)的分解過(guò)程
2、成果合并：?jiǎn)挝怀晒暮喜⑦^(guò)程
二 組織結(jié)構(gòu)的特征因素
1、形式因素：層級(jí)、線路、部門(mén)、朝向
2、效能因素：控制、適應(yīng)、保障、創(chuàng)新
經(jīng)典案例：通用汽車(chē)的結(jié)構(gòu)創(chuàng)新
三 創(chuàng)新型結(jié)構(gòu)的特征
1、作業(yè)制：創(chuàng)新的要素清晰
2、矩陣制：創(chuàng)新的團(tuán)隊(duì)組合
3、職能制：創(chuàng)新的專(zhuān)業(yè)基礎(chǔ)
4、分部制：創(chuàng)新的價(jià)值導(dǎo)向
5、后臺(tái)制：創(chuàng)新的系統(tǒng)保障
經(jīng)典案例：諾基亞、蘋(píng)果、谷歌，結(jié)構(gòu)的差異
小組練習(xí)5：討論，怎樣設(shè)計(jì)創(chuàng)新導(dǎo)向的結(jié)構(gòu)
本章教學(xué)目標(biāo)：讓學(xué)員理解組織結(jié)構(gòu)對(duì)創(chuàng)新的影響。
Chapter 5 Revising: Adjusting the Innovative Structure
Pre-training question: Does the organizational structure affect innovation?
1、What is the organizational structure?
a) Goal decomposition: the decomposition of organizational goals
b) Achievement merging: the merging of unit achievements
2、Characteristic factors of organizational structure
a) Form factors: level, route, department, orientation
b) Effectiveness factors: control, adaptation, guarantee, innovation
Classic case: GM's structural innovation
3、Characteristics of innovative structure
a) Work system: the elements of innovation are clear
b) Matrix system: innovative team combination
c) Functional system: the professional foundation for innovation
d) Division system: innovative value orientation
e) Backstage system: innovative system guarantee
Classic cases: Nokia, Apple, Google, differences in structure
Group exercise 5: How to design an innovation-oriented structure
Benefits from this chapter: understanding the impact of organizational structure on innovation.
第六章 塑造文化：塑造創(chuàng)新型文化
課前思考：企業(yè)文化對(duì)創(chuàng)新有什么影響？
一 文化的因素
1、外顯因素：口號(hào)、圖標(biāo)、故事、榜樣、儀式
2、內(nèi)隱因素：距離、假設(shè)、追求、偏好、取向
3、作用因素：覺(jué)察、認(rèn)同、契約、歸屬、承諾
二 創(chuàng)新型文化的特征
1、崇尚平等：相信人格平等
2、尊重個(gè)性：尊重個(gè)體差異
3、追求質(zhì)量：質(zhì)量重于數(shù)量
4、敢于冒險(xiǎn)：主動(dòng)追求變化
5、注重長(zhǎng)期：注重長(zhǎng)期價(jià)值
經(jīng)典案例：西南航空的文化變革
三 文化優(yōu)化的方法
1、理念排序：文化理念的順序排列
2、范式轉(zhuǎn)化：理念行為的提取固化
小組練習(xí)6：討論，怎樣塑造創(chuàng)新導(dǎo)向的文化
本章教學(xué)目標(biāo)：讓學(xué)員理解創(chuàng)新型文化的核心特征。
Chapter 6 Molding: Shaping an Innovative Culture
Pre-training question: How does organizational culture affect innovation?
1、Cultural factor
a) Explicit factors: slogans, icons, stories, rituals
b) Implicit factors: distance, assumption, pursuit, preference
c) Affecting factors: awareness, identification, agreement, attribution
2、Characteristics of innovative culture
a) Advocating equality: Believing in equality of personality
b) Respect for individuality: respect for individual differences
c) Pursuing quality: quality is more important than quantity
d) Risk-taking: actively pursue change
e) Focus on long-term: focus on long-term value
Classic case: Southwest Airlines' cultural change
3、Method of shaping innovative culture
a) Sequencing of cultural ideas
b) Patterning of cultural behaviors
Group exercise 6: How to shape innovative culture
Benefits from this chapter: understanding the features of innovative culture.
第七章 執(zhí)行要點(diǎn)：創(chuàng)新變革的推動(dòng)
課前思考：怎樣把公司變成創(chuàng)新型組織？
一 目標(biāo)設(shè)定
1、預(yù)期：設(shè)定創(chuàng)新能力的目標(biāo)
2、評(píng)估：評(píng)估創(chuàng)新能力的現(xiàn)狀
二 認(rèn)知升級(jí)
1、學(xué)習(xí)：管理人員的知識(shí)學(xué)習(xí)
2、培訓(xùn)：執(zhí)行成員的技能培訓(xùn)
3、演練：執(zhí)行成員的操作演練
三 推進(jìn)步驟
1、人才盤(pán)點(diǎn)：盤(pán)點(diǎn)創(chuàng)新型人才
2、面試甄選：確定人才的標(biāo)準(zhǔn)
3、項(xiàng)目小組：執(zhí)行團(tuán)隊(duì)的組建
4、流程優(yōu)化：核心流程的優(yōu)化
5、結(jié)構(gòu)調(diào)整：結(jié)構(gòu)調(diào)整的嘗試
6、文化塑造：企業(yè)文化的重塑
小組練習(xí)7：模擬，怎樣推動(dòng)創(chuàng)新變革的進(jìn)程
本章教學(xué)目標(biāo)：讓學(xué)員掌握構(gòu)建創(chuàng)新型組織的關(guān)鍵操作。
Chapter 7 Promoting: Implementing Innovative Reform
Pre-training question: How to transform the company into an innovative organization?
1、Goal setting
a) Anticipation: setting goals for innovation
b) Evaluation: Assess the current state of innovation capabilities
2、Cognitive upgrading
a) Learning: knowledge learning of managers
b) Training: skill training for project team
c) Rehearsal: operational rehearsal of project team
3、Advancing steps
a) Talent inventory: inventory of innovative talents
b) Interview selection: searching for innovative talents
c) Project team: forming the project team
d) Process optimization: optimizing the core processes
e) Structural adjustment: adjusting organizational structure
f) Culture shaping: reshaping the corporate culture
Group exercise 7: How to create an innovative organization
Benefits from this chapter: mastering the key operations for building an innovative organization
構(gòu)建創(chuàng)新型組織
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