“Innovation is the specific tool of entrepreneurs, the means by which they exploit change as an opportunity for a different business service…” (P, Drucker.1985). The key challenge of innovation is maintaining the balance between process and innovation products where process tends to involve a model which may develop stakeholder satisfaction through improved efficiencies while product innovation develop customer support. Innovation works together with entrepreneurship that is defines as “the mindset and process to create and develop economic activity by blending risk taking, creativity and/or innovation with sound management, within a new or existing organisation” (N, Wilson. & C, Gurling. 2007); researches conduct by Howard Oden show that entrepreneurship can succeed when companies provide their innovators with support, encouragement and an atmosphere to promote novelty. Centrepoint encourages its employees to experiment the freedom to innovate news products and services in accordance with the company vision and mission, hence with their line manager approval. The company would benefit from its workforce entrepreneurial skills since it could act as a way to prevail some aspects of the charity administration that could impede modernism, allowing the business to remain creative and hence competitive within both homeless and not-for-profit sectors.
As a volunteer professional administrator within Centrepoint, I will attempt to identify a range of innovative opportunities that have arisen within my competencies and which would amplify benefit to the organisation customers or clients, additionally I will provide suggestions on innovation and entrepreneurship concepts based on literatures relating to these subjects. In this report, I will be talking about the initiative idea I had in creating an e-file within the Contracts and Information department that will be revolutionary for the organisation since it will be for a great importance and use for other departments as well.
IDENTIFICATION OF INNOVATIVE OPPORTUNITIES
Although homeless sector is more recognised than in the past decades, a lot is to be done for vulnerable young people given the current economic outlook. At centrepoint, we do not just encourage systematic innovative ideas that will improve or create new services allowing the organisation to keep its position as a leading charity that tackles homelessness within young people, but we also recognise that innovation is about:
- Acknowledging that there is a problem.
- Answering flexibly to a quickly changing environment.
- Challenging and assessing new solutions.
- Learning from mistakes.
There are several opportunities that the homeless sector could grab in the process of tackling this growing phenomenon. As a Volunteer Team Administrator within Cetrepoint, I can identify real possibility of changes within the way services are delivered to our customers; these are:
- Establishment of employment links – There is a clear opportunity to link workless ness initiatives in each borough and this need to be explored in further detail. However, this proposal should meet the criteria set by local authorities and the potential funding schemes. The project should nurture and develop enterprise and entrepreneurship, encouraging the establishment of new micro businesses with access to skilled and unskilled labour through the provision of employment incubator units.
- Creation of an internal e-file management that will facilitate the correspondence with our clients and partners while dealing with the preparation of performance returns and contracts and information matters.
- Regeneration of hostels in order to mix residents with key worker living, including bakery, gym and other social enterprises without transforming the leaving place in ghettoes.
- Creation of an emergency relief provider for clients in order to assist them with immediate crisis situations in ways that maintain dignity of the individual and encourages self reliance.
- Creation of an efficient mentoring scheme
EXPLANATION OF MY CHOICE INTERMS OF INNOVATION
My choice of innovation lies on the creation of an internal e-file which is an electronic file which is a database where all contracts and correspondence return will be save in the organisation server in a form of link that could safely be used by us as well as our partners, increasing our efficiency and realising savings in term of paperuse, photocopy, fax etc.... The preparation of performance returns has always been fastidious and time consuming specially while having to complete daily activities that I had to do on my computer. A solution to an efficient way to work and deliver results was paramount. The implementation of the e-file management would allowed me with the opportunity to perform more tasks and lessen the burden I have in my workplace and colleagues who have to help if we are to deliver on time. It also allows me and my team mates to keep track on the work saved on our computers more efficiently and available for other departments for use. This is especially important with financial and contracts documents. This innovation will ensure that I reduce the time that I and my colleagues waste while opening up files and documents we constantly use. I have chosen this topic because my collegues and I were involve in this process of change.
INNOVATION PROCESS
Creative Environment & Generation of Innovative Ideas
“For those working in the public sector, there is less pressure to adapt and generate new ideas” (N, Wilson & C, Gurling 2007). Centrepoint has a culture of continually praise personal initiative and innovative employees as well as encouraging values that support targeted behaviours and activities: this fosters a work atmospher in which everyone can express their idea, resulting to staff working harder and feeling proud. Managers’ role within Centrepoint is to create an environment where staff can express themselves in the objective to succeed. Nevertheless this does not mean that the organisation is control free because of the liberty it allows its staff to have in terms of creativity. Within the charity, all employees are accountable; managers are encourage to involve their employees in there own creative process by soliciting their inputs in the work they produce. The company vows to back people from whom project ideas come from should the project takes off, creating a space where innovation can take place. This backing is within the organisation bounderies in term of funding. Mostly, these projects are not beyong the organisation capabilities in terms of financial and technical supports. Because of this climate and my struggle to meet targets, I asked myself why does the company lack a basic electronic document and record management facilities? I came up with the idea to create an e-filing folder that will facilitate my tasks as an administrator as well as saving the organisation costs in paper, photocopies etc... The first action taken was as always to share my idea with my immediate colleagues, then sent a group email to administrators and other staff within the other departments of Centrepoint in order to have their point of view on the subject and finally to my manager during our one to one meeting.
Presenting the Idea
“The ability to innovate can provide vital advantages for an entrepreneurial organisation” (D, Rae 2007) Because the “feel free” atmosphere existing within centrepoint, I was able to give my idea and express my opinion on the way I visioned how my work could be quicker and more efficient; e-filing case will not just be a transformational process for organisation system that would provide a better way to exchange information, but it is also naturally more desirable for the environment. E-filing will constitute to a web based application, which would get the organisation over the cost of having to post, fax, photocopy and print harware material. Some firms that have implemented e-filing have demonstrated that they can improve their efficiency and significantly lower costs while dramaatically reducing their consumption of paper, energy and pollution at a time where our planet requires more responsible management of natural resources. Although this action would represent a small proportion of the worldwide reduction of paper use, it underlines the potential of e-filing. By reducing the consumption of paper and resulting to a less document intensive world, this novelty would make a difference in terms of environmental conservation. This e-filing system constitutes “an idea, practice, or object that is perceived as new by individual” (Everett Rogers 1983:11) within the organisation. The use of e-filing is a pragmatic way of improving our efficiency at workplace.
Filter
There is always a sreener to any innovative idea and it is the decision maker.
A – Study of the Idea
After presenting my idea to the contracts & information manager, we decided to have a brainstorming session with other colleagues and IT manager with the idea of “Involving ends users … increase the likelihood of identifying and remedying flaws and weaknesses” (N, Wilson & C, Gurling 2007). The IT manager and its team had the responsibility to study the feasibility of this project as well as trying to see whether e-filing would be a possible way forward for the organisation.
B – Incubation and Illumination
This period started while I became aware of recuring difficulties that my colleagues and I were encountering in meeting deadlines. During this period of incubation we all stew on shared ideas base on information we did have on e-filing. We did have our limitations since it was the IT team that had to do the most important part of the job. We were nevertheless consulted in terms of our expectations of what the product could do.
C - Risk Evaluation & Forming Innovation
The team involved in this process had to check the possible solution and consider the possibility of this result to be adequate for the organisation at this time. We tried to ask ourselves several questions such as:
- Do we have a clear idea about how the e-filing system would work?
- Is it the right time for a change?
- Has this system being implemented in another charitable organisation?
- Do we have enough resources and capabilities to take on such project?
- Are we positive that we would get expected results?
- What are the hindering factors that could impede our innovation process? Can we overcome them?
- Is the project cost effective?
Although “Experience tells us that measuring any aspect of effectiveness is difficult”
(B, Hamlin. J, Keep. K, Ash 2001) Risk innovation is one of the factors that hold charity organisations for launching changes. Because of its nature, the organisation receives funds from the government, the organisation is
Forming innovation is the final process that focussed on bringing to life the innovative solution of our problem which was being able to meet our targets and bring efficiency to light. During this stage, ideas are generated in illogical combinations or “Pass the creative Baton” and designed the e-filing product. This process was a warm up for the stage where participants would tackle a work related problem to this innovation; this will result to participants producing several innovative solutions that will be both relevant and useful.
Validation
Once we came up with the viable response to our problem, the innovation was validated; meaning officially approved by the head of Contracts & Information and the application was put in place.
Pilot & Testing
The pilot and testing were done within the C &I department. “..Involving ends users … increase the likelihood of identifying and remedying flaws and weaknesses” has always been Centrepoint policy. This did not only bring me and my colleagues in the equation as the idea practitioners, it had made the staff involved in the process feel a sense of ownership of this change.
POTENTIAL BARRIERS
While number of barriers that are usually predictable by changes were identified by centrepoint - meaning the dissuasion of minimising cost while modernizing the way people work, this because of the budget that is allocated to my department, hence to much introspection by the IT Manager whose role is to study the applicability and viability of this innovation in terms of the company need as well as measuring the risks that the project entails. I come to realise that there are other potential barriers namely:
- Too much introspection: There is criticism that arises time and time again about the fact that Centrepoint tends to be inward looking. This is a clear barrier to an effective innovation. However there is a slow awakening in this respect that workers are given freedom to experiment innovation process and develop new products.
- The lack of capacity at peak filing times
- Lack of robustness of the IT system
- Lack of adequate testing before launch (Centrepoint, in a number of occasions, has cautioned against the release of specific products until they have required functionality. We cannot afford to launch the e-filing that will generate negative attitudes amongst employees, simply to meet unrealistic deadlines)
- Failure to make the business case for use of e-filing management
- Changes and extension problems in relation to aspects of end to end process and service quality
- Avert risk: No matter what we do, there is always an element of risk; life is about gamble especially while we try to bring new solution or ways forward in the workplace. Nevertheless, we should understand lessons that can be learned from a failed endeavour are often as valuable as those borne of success.
- Fear of accessing too much information
REFLECTIVE COMMENTARY AND IMPACT OF INNOVATION PROCESS
Innovation encompasses the innovative use of technology for strategic business objectives; the complexity of the underlying business process and IT design; the successful deployment of advanced workflow, and process innovations through business process and continuous improvements. Hallmarks of a successful implementation include extensive user and line management involvement in the project while successfully managing change during the implementation process. Factors that impact the level of difficulty in the achievement of a successful implementation are:
- The complexity of the system
- The integration with other advanced technologies
- The scope and scale of the implementation (inter company processes, size)
Impact is the bottom line, answering the question “what benefits does e-filing have on the company workflow?” potential benefits would include:
- Reduction of costs associated with printing, photocopying, mailing and time saving for workforce as well as reduction of paper storage
- Simplification and standardisation of the filing process, including the reduction of errors in copying
- Productivity and Customer service improvements: Workers will be able to retrieve documents quickly and more easily. Under the current system, paper record is accessible to only one user at the time and in one location.
- Record could be lodged electronically on a secure server that users could access instantly, simultaneously and economically
- Better quality of work for employees
- Strategic impact to the organisation ‘s mission
- Assert the company position in the homelessness sector
The innovation process had a positive impact on the company since it will favour the use of our creative minds to generate more choices; it is also develop a highly effective tool as a process to slow down the “Too smart Too soon” effect to any first solution idea. This process will also help us to better convey our ideas in a convincing way while pitching.
CONCLUSION
All organisations need to innovate in the context of their business. In summary, innovation is vital for the survival of Centrepoint as well as being the engine for its progress; change should start with senior staff who should take ownership of problems. Employees who are given the liberty to experiment innovation are usually associated with its process and the development of new products and services. Innovation and entrepreneurship concepts work together and are difficult to dissociate. Organisations such as centrepoint need workers with entrepreneurship skills in order to recognise and act to exploit opportunities that could arise and bring novelty to the way services are provide to either clients or partners. Being of a flat structure, Centrepoint benefits from the organisation willingness to promote entrepreneurship concept within its workforce, because it can function as a means of overcoming aspects of bureaucracy that could impede innovation, allowing the company to remain creative. Moreover, entrepreneurship skills within the organisation workforce can remedy the loss of challenging and rewarding jobs, which lead to greater job satisfaction, productivity and efficiency. The objective of this concept is to develop a transparent, structured, and reproducible process to select the right innovative project in terms of technical objectives for funding. Based on the special needs of the homelessness industry, proposals are compared to set predefined top level requirements. But does innovation can truly be managed within organisations?
RECOMMENDATIONS
Although innovation is the element of progress within Centrepoint, relying solely on internal innovation would sputter the mechanism. The sensible approach should be the connection with external sources of new ideas, and then develop those ideas into profitable new or refined products that will benefit the organisation as a whole, improving both productivity and job satisfaction within its workforce on one hand, and delivering a better and efficient service to customers, clients and partners on the other.
BIBLIOGRAPHY
B, Hamlin. J, Keep & K, Ash. Organisational Change and Development (2001): A Reflective Guide for Managers, Trainers and Developers; Pearson Education Ltd, London
D, Rae. Entrepreneurship: From opportunity to action (2007), Palgrave Macmilan, Basingstoke
N, Wilson & C, Gurling. Innovation and Entrepreneurship (2007); 7th Edn, Kingston University, Kingston
P, Drucker. Innovation and Entrepreneurship (1985), 2nd Edn, Prentice-Hall International, UK
T, Lewitt. Innovation Entreprise (1993), Pearson Education, Essex, England
C, Carnall Managing Change in Organizations (2007), 5th Edn, Prentice-Hall International, Harlow, England
APPENDIX 1
Job description
- Providing comprehensive administrative support to the C&I Team (including operating the post, drafting correspondence, word processing, creating and maintaining mailings/databases, keeping diaries and photocopying)
- Develop and maintaining effective filing, administrative and information systems required by the post and the C&I department
- Assist the team with telephone enquiries, taking messages and acting as a central point of contacting the absence of the C & I tea. Respond promptly to telephone and written queries. Receive and deal with visitors as appropriate.
- Servicing meetings; both arranging and preparing for, including setting agendas, minute-taking and circulation. Liaising with internal departments, Project Managers and external agencies for this purpose.
- Assist and support the C&I team with the preparation of timely and accurate monitoring and performance returns on a monthly, quarterly and yearly basis.
- Undertake duties as it may be required for the smooth running of Central Office, which could include servicing formal committee meetings, providing assistance to other senior managers, post distribution etc.
- Sharing information, plan work, cover period of sick leave and work together with other administrative staff within Centre Point with the agreement of the line manager.
- From time to time attend conferences, training and other meetings as agreed with the line manager.
- To assist in occasional training events, which may be out of C&Ie normal working hours, for which time off lieu will be given.
- Deal with any tasks commensurable to the post.