Oliver Thylmann

Invention: coming up with a new idea
Innovation: coming up with a new application of an idea
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Here, design should be seen from an operations perspective. Ideas can come from customers, competitors, staff or R&D and they can be classified as:
- Market-pull (wants and needs of customers, ideas can find a ready market)
- Technology-push (uses for unexploited technological solutions)
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Innovation can occur organisational or in a product or process. Things change and this leads to the need of new product/service development (NPD/NSD) even if only to update the solution for a cycle extension. Generally, new products in new markets make only up 10% of the new products. 20% are targeted to old markets and 50%+ are mere updates. It’s the plodding (steadily regenerated) cash cow that continues to dominate development processes in most markets.
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Strategy is the pattern of activities followed by an organisation in pursuit of its long-term purposes.
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This is a case study about Weatherfield Community Services, a non-profit organisation that provides meals and home-help services for the elderly in their own homes. They got a new accountant and all really seemed fine. Then the company financials suddenly deteriorated. There are some things that one should be looking at when looking at the financials of a company.
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There are two outlooks here, the long-term one about annual in- and outflows that make up the organisations activities over years and the short-term ones associated with current transactions. Maintaining a balance between those two is important for an organisation.
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Tighter controls have often resulted in greater resistance and from a behavioural perspective, management controlling should be seen as a social process that has interactive parts and can have negative effects. This book will focus on the behavioural aspect. Some targets and controls are motivating while others de-motivate which makes it important to try to understand why they go each way.
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Everything you do involves approximations and sophistication can give rise to misplaced confidence in the accuracy of the output. This might be false. Again, there are two case studies.
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This booklet includes two case studies.
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The first approach to improving performance often is to tighten management control, especially in failing organisations, but this has some draw backs. Much of management control relies on feedback loops with a control loop being central.
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