SGDT7063 INNOVATION, CHANGE AND

ORGANIZATIONL STRUCTURE

VISION
LECTURER :
DR. BYBAZAIRE YUSOF

PRESENTED BY :
BASYIRA BT ALI AHMAD (904601)
 Introduction
 A key factor driving the country’s economic development is sustainable
growth among the local businesses.

 Based on the fourth Industrial Revolution (IR4.0), innovation, with its

information and communication technologies, (ICTs) can be the mechanism
driving organisations towards increasing their productivity and performance
(Backhaus and Nadarajah, 2019).

 In this regard, information technology (IT) more potent in aiding organisations’

to grow and become successful through improvements to revenue, reduction
in operational costs and organisations’ sustainability (Leonhardt et al., 2017).

 Innovations involve a technology embryonic, or one that is new to the firm

can
involve a great deal of financial risk (Green, Barclay, and Ryans, 1995),
capital investment, and market uncertainty (Leifer et al., 2000).

 Heavin and Power (2018) believe that digital transformation can be

successfully implemented when organizations move from an ad hoc
 Many organizations have undergone significant digital transformation with
varying degrees of success.

 Looking ahead, organizations’ digital transformation strategic initiatives

should encompass the following: innovation, reinvention of business models,
better decision-making and improved customer engagement and broader
organizational considerations for strategy formulation, cultural change and
more agile methodologies.

 Digital technologies, big data, artificial intelligence, blockchain, the Internet of

things (IoT) and robotics are among the more commonly applied
technologies.

 These used for optimising logistics and for reducing the costs of the overall
supply chains serving as key enablers of innovation.
 Theoretical Background
 Visionary leaders, such as Bill Gates, the founder of Microsoft,
and Steve Jobs, the cofounder of Apple, are often quoted as
examples of men who have advanced technology, and have
inspired and captured the imagination of their customers and
employees.

 In common with other visionaries has been their ability to

envisage a new kind of future, extending the boundaries of what
is possible, sharing their vision, and building a sense of purpose
around it. In doing so, the resulting innovations have enriched
and transformed peoples’ lives and have revolutionized the
marketplace.

 According to Cooper (2011) terms “bold innovation” is needed,

as it generates breakthrough products that create growth
engines for the future. Success in this field requires “visionary
leadership” (Tellis, 2006), which in turn relies on a shared vision.
 Technology Vision

 According to Reid (2010) and Roberts (2011) process

involves a technology vision (TV), is defined “a mental
image held by individual organizational members
regarding technical goals related to developing a new
technology.”

 Offering a vision of the new technology helps provide

direction and focus for individuals involved in the early
phase of the new product development (NPD) process.

 Technology is a key to successfully determining the

appropriate path of the new product development (NPD)
for firms that are engaged in developing radical, high-tech
products.
Compenent of Technology Vision
Intrinsic Dimensions of Technology Vision

 Intrinsic components of vision denote what the vision itself looks like
and what it represents to members of an organization (Reid and de
Brentani, 2010).

 First, it is importance that the technology must have clear goals related
to its development (Sengupta, 1998; Tripsas, 2000).

 Second, Collins (1991) and Porras (1995) propose the idea of a

guiding philosophy for the organization where the purpose is “to grab
the soul” of each organizational member.

 The individual is an important person in initiating a firm’s engagement

with a particular technology, the vision of the technology must have an
inherent magnetic quality to motivate and drive the individual and his or
her followers forward.
 Extrinsic Dimensions of Technology Vision

 Extrinsic dimensions of technology are components external to the

vision itself. Lynn and Akgün (2001) state that vision clarity is important,
especially for radical innovation projects

 Vision clarity “refers to having a well-articulated, easy-to-understand

target—a very specific goal that provides direction to others in the
organization” (Lynn and Akgün, 2001)

 Technology vision importance to a new product development (NPD)

programs, is a vision clarity related to the technology infrastructure
(human resources, capital equipment, facilities, patents, processes)
required for growth to getting up and running with a certain technology
and offers the potential to facilitate early co-creation efforts with
customers and suppliers (Prahalad and Ramaswany, 2004; Roberts,
Baker, andWalker, 2005; Seybold, 2006).
 The Value of Vision in Radical Technological Innovation
 The role of vision in fostering technological invention, adding to
the existing literature about radical innovation. The U.S. Defense
Advanced Research Projects Agency (DARPA) provides a long
history of examples of technical program visions and how these
visions are formed and communicated time after time.

 A relationship between the formation of a technological vision and

the sustained creation of radical innovation, providing new
knowledge about the role of vision in radical innovation.

 Since its inception in 1958, new programs at DARPA have

required a vision to be started, which then guides subsequent
work and development. Several dimensions arise regarding the
role of vision, which entail functioning primarily at the program
level, characterized as “DARPA .

 DARPA’s goal is radical innovation, which is intended to produce

new technologies that ultimately may lead to new products.
 New Dimensions of Vision

 Vision plays a central role in DARPA’s process of innovation; DARPA starts its
process with vision.

 It matters where and how a vision is started, as does who starts and maintains the
vision.

 DARPA program managers are hired deliberately for their visions of technology,
even if partially formed.

 Then, program managers codify their visions at the start of each new program in a
specialized document called a Broad Agency Announcement (BAA), which are used
to generate interest in the broader R&D community.

 Visions at the program level allow DARPA program managers to direct multiple
projects, multiple teams, and even multiple products over multiple years.
 Through visions at the program level, DARPA can excite and rally interest across
several different technical areas, helping to distribute resources more effectively.

 Program visions provide a way to organize multiple projects and smaller-scale

efforts across a range of funding recipients, who each may interpret the vision
differently in application.

 The vision for a DARPA program provides the high-level guidelines to inspire
potential funding recipients, and by engaging both more and different groups to
respond.
 Visionaries of Technology

 Within DARPA, the work on innovation is

driven as much by ideas as by individuals.
Program managers are hired as technical
visionaries, and they are solely responsible
for shaping, spearheading, and promoting
their respective visions of technology.
 A radical technological vision relies on one big idea and one visionary. At
DARPA, a program vision relies on a program manager, who serves as the
vision’s primary champion internally and externally. Moreover, there is a
clear relationship in that each program managers builds one vision per
program.

 The final success of DARPA program visions hinges on user adoption.

 A network of innovations is not diversified, and the development of new

ideas can be very limited. DARPA has addressed this limitation by
deliberately hiring program managers new ones in the network, which in
turn brings a new technological vision.
 Digitalisation Vision
 Setting a clear digitalisation vision is therefore, imperative for
achieving digital transformation and innovation (Tajudeen et al.,
2019).

 The importance of digitalisation vision is not only organisation

specific; it also affects the industry and a wider ecosystem. Odone
et al. (2019) examined the public sector ecosystem and admitted
that digitalisation vision is critical.

 Farrington and Alizadeh (2017) examined the effects of

digitalisation on R&D management. They discovered that
organisations that embarked on digitalisation tend to experience
increased levels of consumer and customer intimacy, increased
speed to market innovations and wider applications of open
innovation.
 Digitalisation vision plays a key role in ensuring the overall
success of digital transformation. Despite the many studies
conducted on the effects of digitalisation on organisations, there
has been little documented evidence highlighting the overall big
picture of the effects (Kuusisto, 2017).

 Studies need to focus on digitalisation vision by linking it to

organizational learning, digital innovations, organisational agility,
business ecosystems and organisational structures.

 Marcon et al. (2019) believes that digital technologies can

improve organisational performance and competitiveness through
process innovation capacity.
Organisations Digitalization Vision and Process Innovation Capability

 Tajudeen et al. (2019) noted that digitalisation vision had a positive

relationship with innovation performance whereas Niemand et al.
(2017) found that digitalisation vision had a non-significant
relationship on firm performance.

 Marcon et al. (2019) that digital technologies can improve

performance through process innovation capability.

 Likewise, the current study also found significant results showing

that organisations’ strategic vision on digitalisation would influence
organisations’ process innovation capabilities. This therefore, helps
to explain the importance of developing a digitalisation vision as
part of an organisation’s strategy for investment.

 The use of digital technologies, in extension, can support

organisations’ capability towards process innovation.
 Innovation and the quest for the right impacts
 Different technologies are often combined in single products. Thus,
eventually the benefits of technologies are “demonstrated” by
market success and the potential negative consequences are
evaluated under formal risk assessment schemes.
 Competitors can improve their products through innovation, driven
by market demand.
 Thus, the normative dimension of what counts as an
“improvement” is decided by market mechanisms.
 Technological innovations are unpredictable and positive impacts
of innovations under public research and innovation policy
schemes are solely justified in purely economic terms.
 The positive impacts of research and innovation are generally
couched in terms of fostering the prosperity and wealth of nations
and the availability of finance for research and innovation in
general is seen as a condition to achieve this prosperity.
 Discussing particular technologies in terms of benefits or risks
within this frame are informal: there is no formal weighing under
public policies of the benefits of particular technologies versus their
risks.
 Conclusion

Innovation is an essential component for an

organization to survive in this competitive and
dynamic environment. This is followed by
technology which also plays an importance role
in business today. The innovation capability
performed by an organization needs to have a
clear strategic digitization vision to improve their
innovation process.
 References
Tajudeen, F. P., Nadarajah, D., Noor Ismawati & Isnin Sulaiman. (2021). The
impact of digitalisation vision and information technology on
organisations
innovation. University Malaya.
https://doi.org/10.1108/EJIM-10-2020-0423

Reid, S. E., Roberts, D. & Moore, K. (2015). Technology vision for radical
innovation and its impact on early success.
https://doi.org/10.1111/jpim.12221

William B. Bonvillian, Richard Van Atta, & Patrick Windham. (2019). The
DARPA Model for Transformative Technologies Perspectives on the U.S.:
Defense Advanced Research Projects Agency. Cambridge, UK:
https://doi.org/10.11647/OBP.0184.