Innovation stage

In order to effectively promote our services, products, and processes by successfully transforming the preexisting thoughts and practices toward offering a greater value in the market, we use the term innovation. We have access to innovative concepts and fresh ideas; the only problem is figuring out how to combine them, synchronize them with a comprehensive process, and then lead it so that it produces results more effectively (Rajegopal, 2012). Through comparison to other businesses that use similar methods, it will be made practicable.
The GUT matrix is just one of the methods available for examining ideas for innovations of workshops. The brainstorming or cause-and-effect method is employed to determine in the process, their impacts and as well the risks associated with them. Brainstorming process is a workshop based technique and the accepted method of its approach to collaboration. It involves all ideas gathered, collated and ready to be implemented, all team members working out the processes and explaining the value it brings to the effort and meeting all project related team members to collate the ideas discussed.

By my professional experience, I have been part of such improvements innovations. For example, the existing process of ordering process through email by sales representatives and order login for supplies and production. I led the initiative and collected all the functional teams and placed the idea of re-engineering the process. It had few constraints regarding calculation of delivery, login time and order processing in time. The team members expressed their thoughts to improve the process. The ideas were then analyzed and collated to determine the impact on over processing efficiency and cost-saving processes (Willcocks et al., 2011). The difficulty here was the implementation, since it required a lot of training and work re-orientation with teams. The obstacle was surmounted and overcome by educating and training the teams on how the process will help their performance as well as the fulfillment of the organization.



References

Rajegopal, S. (2012). Portfolio management: How to innovate and invest in successful projects. New York: Palgrave Macmillan.

Willcocks, L.P., Cullen, S., & Craig, A. (2011). Collaborating to innovate: The next phase. The Outsourcing Enterprise, 128-160. Retrieved from https://link.springer.com/chapter/10.1057/9780230290570_5