Innovative Goals | To achieve the goal of the development of the organization, an innovative strategy is developed, the implementation of which, in turn, requires targeted management of innovation, i.e. the formulation of an innovative goal.
What are Innovative goals?
The Innovative goals are set of objectives, that are designed to be creative, original, and outside-the-box. Often, its purpose is to solve complex or challenging issues in new and innovative ways.
Typically, in the businesses / organizations the innovative goals consider as much important objective lists that are specifically designed to promote originality, new ways of thinking and creativity as well. This actually encourages businesses to develop new products, processes or even technologies.
This is actually a different way that typically not possible to achieve through traditional methods. In the innovative goals may include new thinking, experimentation, and a willingness to take risks in order to achieve expected results.
Innovative goals can be require:
To create a new competitive product; The preparation of a new service; about the transition to a new technology, a new type of resource, a new management system, a new organizational structure, etc.
There are fundamental differences in the formulation of innovative goals and strategies. The first are defined as vectors of development, and the second – as directions of action (directions of use of resources) for a given vector and ways of preparing and applying resources. However, the goal and the strategy are link by one logical chain: the strategy is the means to achieve the goal of a higher level of management. The implementation of the strategy requires its formulation as a goal.
In most cases, a good formulation of the goal meets the following requirements:
- Begins with a verb in an indefinite form that characterizes the actions performed (“develop”, “improve”, “reduce”, “bring”, “increase”, etc.).
- Specifies the required final result in qualitative and quantitative terms and the possibility of measuring quantitative indicators, which is necessary to confirm the fact of achieving the goal (“reduce” the cost of maintaining the management apparatus by 20% of the previously submitted budget). There is a qualitative expression: “the cost of maintaining the management apparatus.” There is a quantitative expression: “to reduce … by 20% until…”. There is a way to measure the indicator: “from … budget”.
- Specifies the specified deadline for achieving the goal (“by the end of this year”, “to the number specified in the program …”, “until February 28 of the current year”).
- Specifies the maximum amount of allowable costs, restrictions on the allocated resources (“to allocate no more than … monetary units”, “by own forces”, “within the existing budget”).
- Specifies only “when” and “what” should be complete, without going into details – “why” and “how” it should be complete.
- Approved as a management decision and recorded in writing in any document, communicated to a specific executor.
For example, an innovative goal may have the following wording:
“The production of consumer goods to switch to a new welding technology within four months according to the approved project and in accordance with the adopted cost estimate.”
Rules for building a “target tree” (DC).
- At each level of the DD, a set of sub-goals should be necessary and sufficient to achieve the higher goal.
- Dismemberment (decomposition) of the target into sub-goals at each level of the DC is carrying out only on one basis of decomposition (classification rule).
- Each selected sub-goal (as an intermediate result) should relate to an organizationally separate subject of activity: organization, unit.
- Depending on the purpose of the DC. It is require to establish at what structural level to complete the decomposition of the goal: organization, unit, executor. The DC is built to a level at which it is possible to establish a responsible executor and begin to form the composition of the activities of the program to achieve the goal.
Levels of decomposition of the innovative goal of creating a new product:
- The main (general, main) goal is formulate.
- Sub-goals are establish for the stages of the product life cycle: strategic marketing, R&D, production, sales, consumer service.
- For each stage, sub-goals of adaptation of the enterprise to the innovation process are determine in the context of training blocks. Resources, technology, management, organizational structure.
- For more complex structured blocks, private sub-goals are established by elements. (For example, by the resource block: sub-goals for labor resources, material and technical, informational, financial, etc.).
Levels of decomposition of the innovative goal of transition to a new technology:
- The main (general, main) goal is formulate.
- Sub-goals are establish by stages of the life cycle of technological innovation: acquisition, preparation (adaptation), implementation.
- And 4. The paragraphs repeat the previous scheme.
The calculation of the parameters of the “target tree” is carried out using graph theory. First of all, two indicators are calculate:
- The coefficient of relative importance of the sub goal (how important this sub-goal is for the higher goal)
- Mutual utility coefficient (absolute importance coefficient – how important is the sub-goal, useful for the main goal)
The coefficient of relative importance of each sub-goal is establish. By the compilers of the “goal tree” based on its contribution to the achievement of only the higher goal. The condition for its achievement will be the achievement of all its sub goals.