BSBINN502 Build And Sustain An Innovative Work Environment

Build and Sustain an Innovative Work Environment

Summative assessment 2

Project 1

Do not neglect the old for the new. The existing business must not lose priority simply because an innovative idea has been suggested. Successful innovation requires support from the existing business in terms of finance and other resources. However, when assessing risk, you must take into consideration the impact the new activities are likely to have on the existing activities. One aspect of risk assessment should involve determining whether the new ideas/ improvements or innovations will prevent the already successful operations from continuing to operate at the currently accepted level.

Choose an organization you are familiar with. This might be an organization you work for or you might need to conduct research into another organization. Answer the following questions in relation to your chosen organization, explaining and giving verifiable reasons for your answers:

  1. Do you consider that the organization is prepared to take risks in order to succeed?
  2. Why is the concept of risk essential to change, innovation and the marketplace success of organizations?
  3. What is the organization’s attitude toward failure, mistakes and/or lack of success at the organizational level and the personal or individual level?
  4. How does this make employees feel with regard to making suggestions, proposing new ideas or attempting to develop new products, services or markets?
  5. How do you think mistakes should be viewed, if the organization is to proactively support innovation and change?
  6. How can frontline managers encourage and support employees so that they contribute new and innovative ideas?
  7. What kinds of work conditions and procedures are in place or should be in place to support innovation?
  8. What barriers to innovation exist within the organization?
  9. How can managers lead by example when it comes to innovation?
  10. What training or learning opportunities might be provided so that employees can develop appropriate innovation skills?
  11. Why do you think managers should regularly evaluate their own approaches for consistency with the wider organizational or project context?
  12. How does the organization’s physical environment support innovation? How might it need to be changed?
  13. Outline any legislative framework that impacts on operations in the relevant workplace context.

2,500–3,000 words

Carry out your own research as needed. Cite any sources used.

1. Consideration that the organization is prepared to take risks in order to succeed

I agree the organization is prepared to take risks in order to succeed because introducing innovation will help organization in:

  • Improve productivity
  • Reduce costs
  • Be more competitive
  • Build the value of your brand
  • Develop new partnerships and relationships
  • Raise turnover and ameliorate profitability

Businesses that are failing out to innovate run the risk of:

  1. Losing market share to competitors
  2. Falling productivity and efficiency
  3. Losing fundamental personnel
  4. Experiencing constant decreasing margins and profit
  5. Going out of business

Taking risks can be embarrassing especially when you are running a business. Most people tend to avoid risks when it is possible. This is because they think inaction is safer than action. However most successful people will tell you that they made it because they were willing to take a risk.

2. The concept of risk is essential to change innovation and the marketplace success of organizations

Arrangement making is a key component of fulfillment, and implementation is what transforms a plan into reality. Execution makes a business happen. By deciding to take the leap of faith, you initially embrace this essential risk and your dream becomes reality. The rule is simple: Businesses must progress, and advancement requires change. Change, the other essential risk, holds the risk of failure. It is a difficult concept for most people to accept. In the business world, fear of change probably is the single biggest barrier companies need to get rib to meet the evolving marketplace challenges. What makes embracing change even more difficult is that a business must be willing to simultaneously change internally and externally, to keep progressing and remain competitive. How a business process with change is reflective of organizational leadership and its ability to play down the stage of fear.

Internal change happens Internal change happens within the business walls, and it is not necessarily customer facing. Internal change can be organizational; there are modification in personnel, management, department, and staff reorganizations. It also refers to processes or systems, modification in attitude, and the business personality. While these three aspects can and do modification independently, they also can be linked, thus resulting in dramatic transformation.
External change is always customer facing; it's most noticeable to your customers and competition. Innovation, an external change, brings a new competitive edge to your business by introducing products or services that increase the value of a customer's experience with your organization.

When an entire business increases the risk of change, a dynamic transformation occurs: There is an ongoing culture of improvement both internally and externally, and the business dynamically push to meet competitive challenges. As internal processes are enhanced, the change will ultimately affect the guest-facing components, thus improving the customer experience. And with the proper feedback, this in fact helps to further improve the internal process. Embracing the risk of change creates an environment of perpetual motion forward. Take consider risks to open up opportunities for innovation.
Just as the human body requires essential vitamins and nutrients, so do a business leader and the business itself. By withholding these two essential risks from your organization. The penalty for not embracing the two essential risks of Decide and Change is costly, stagnation, which leads to a worsening of the organization.

3. Organization’s attitude toward failure, mistakes and lack of success at the organizational level and the personal or individual level

The unfortunate truth is that many organizational change initiatives fail to achieve their objectives. This is often due to the inherent resilience of organizational culture to change. Arguments often offered as to why change should not take place include: “It’s best to stick to our tried-and-true approaches”; “This is the wrong time to be attempting a major change”; “We’re all different”; “Our people will instinctively do the right thing”; and many others. However, there may be other reasons for the failure of an organizational change initiative. These include:

  • Competing change initiatives (i.e. too many overlapping change initiatives)
  • Absence of management ownership (managers may be as heavily invested in the existing culture as other staff members)
  • Differences of opinion and approach among senior leaders
  • Unrealistic deadlines

Failure to embed the desired changes in work processes and performance standards

  • Failure to consult, engage and communicate
  • Failure to check progress
  • Lack of recognition and awards for progress toward change - and punishments for
  • Failure to live up to expectations.

It is very important to anticipate, and respond effectively to, these kinds of impediments to change. What is needed to succeed? Clearly, change leaders must commit themselves to well-reasoned, carefully planned, vigorous change management activities – including opportunities for staff members to practice new approaches in controlled settings – if behavior, and eventually culture, are to be changed. Make innovation an integral part of leadership and management activities. Essentials for success include:

  • Have a good plan to work from ideas from others and provide constructive advices.
  • Have overwhelming reasons for the specified change.
  • Demonstrate strong change leadership and unswerving commitment at the senior management level.
  • Insist on middle-management ownership of the process.
  • Implement a schedule of ongoing communication.
  • Provide access to expert resources and on-going support for modification at the staff level.
  • Measure and continually adjust.
  • “Getting the culture right” is challenging – but well worth the awards of success.
  • Regularly evaluate own approaches for consistency with the wider organizational or project context.

4.Employees feeling in regard to making suggestions and proposing new ideas or attempting to develop new products, services or markets

There must be a recognition in your workplace that not trying anything new is often the biggest risk. Then encourage your employees to:

  • Be fair and open with co workers.
  • Introduce and maintain workplace procedures that foster innovation.
  • Build and lead a work teams to work in ways that maximize opportunities for innovation.
  • Share ideas for innovation.
  • Explore initiatives without fear, stress and chastisement.
  • Consult on and establish working condition that reflect and encourage innovative practices.
  • Acknowledge suggestions improvement and innovation from all colleagues.
  • Find appropriate ways of celebrating and promoting innovation.

Innovation needs time, and more often than not, employees feel they have none to spare. As a result, a growing number of companies are giving employees time away from the daily grind to work on projects of their own choosing. Some companies hold innovation days; others have hackathon sessions while others again give staff a set amount of time to work on projects that excite them, developing and testing new ideas.

Google for instance allocates a notional 25 per cent of time for their workers to develop their own ideas for the company, and work on personal, entrepreneurial projects.

Australian software company Atlassian encourages employees to take “FedEx Days”-paid days off to work on any problem they want. But just organization like FedEx, they have to deliver something of value within 24 hours.

5. Mistakes should be viewed, when the organization is to proactively supporting innovation and change.

An organization needs to persistently innovate to succeed. Innovation is about making things better, faster, or cheaper than your competition. It drives ongoing improvements and may help unleash a new idea that modify the rules. "Innovation leading to increased productivity is the fundamental source of increasing wealth in an economy," says Tim Mendham in his article, "The Meaning of Innovation," at fastthinking.com. Companies need to approach innovation and change effectively and proactively.

The various points in this context are:

  • Rewarding innovation and change: A company must provide staff with an incentive to innovate. With no award, there is no good reason for employees to suggest or try new ideas. The first step in creating an innovative organization is to include change in an employee's goals, acting management process, and restitution plan.
  • Following through: When an idea has been identified, the organization needs to support the idea with resources, a budget, and attention. Often an employee trying to perform a new idea must work on both the new idea and her existing job. Goals need to be quantified. Will the new program increase revenue or ameliorate productivity and decrease expenses? Calculating this provides a way to judge the success or failure of a program. Innovative organizations have to support the idea throughout, which includes providing support from management, investment in equipment and technology, staff training, and marketing support.
  • Rewarding failure: Unfortunately, not every innovation will be a success. This is because there are many changes involved with any innovative idea and distress both known and unknown may prevent success. Once a project is ongoing, it is not uncommon to discover that accomplishing the goals cost more than expected, causing the project to be cancelled. Even failed initiatives result in new knowledge, lessons learned, and limitations understood. It is also common for individual aspects of an idea to become successful on their own. Companies need to accept that even though many ideas fail they still need to reward the hard-working team that implemented the idea.
  • Creating a manual: After a number of successful innovations and probably a number of failures, companies devoted to continuous innovation and change need to implement a set of guidelines and processes. Creating a manual or guidebook that takes innovators through the process is the first step. This guide might outline how the procedure works, how opportunities are identified and chosen, as well as how they are implemented and launched. Every member of every team must be asked their opinions on why a project succeeded or failed and what they would do differently next time. These documents should be categorized and filed for future reference.
  • Creating culture of innovation: Organizations have to implement policies that encourage innovation. While that may seem intuitive, many companies do sparsely to support sharing of ideas with their compensation, management structures, and concentrate on productivity. Innovation must start at the top, with senior management developing policies and empowering staff to implement them.

6. Frontline managers encourage and support employees so that they contribute new and innovative ideas.

Innovative organizations do not miraculously come into existence. Instead, they are created by leaders who establish the conditions necessary to bring out the innovative ideas within everyone.

How can organizational leaders create these conditions? In particular, how can they create conditions that will encourage frontline workers to be innovative? This requires, I believe, that leaders satisfy two major conditions. They must convince frontline workers that the leadership supports the line; and, they must ensure that frontline workers understand the big picture. The various points in this context are as follows:

  • Allow Your Employees Time to Innovate: Some call this “Google time” – giving employees a few hours a week to experiment, work on projects that are outside of their jobs, to read, or to solve problems.
  • Encourage Employee to Hang out With “PNLUs” (People Not Like You):People that are different bring a different perspective and fresh ideas. Some teams invite PNLUs to be a part of their project teams.
  • Practice and Encourage “Possibility Thinking”: Instead of saying, “It will never work,” or, “We already tried that and it hasn’t work,” or, “What if…?”
  • Set a Realistic Expectation for Innovation Success: Innovative ideas, by their very nature, probably won’t be readily accepted or they will fail. What’s a good batting average for innovation? Some would say around 400, or one out of five ideas. Don’t let your employees get frustrated about the four rejections – Rather, award the effort and encourage them to come back swinging until they get a hit.
  • Accept Failure as Learning: Yes, it’s become a cliché that was recently mocked in the Dilbert comic strip, but if you don’t fall now and then, you’re not really trying. When an employee fails, ask them to reflect on what they learned, and encourage them to apply those learning’s in the future.
  • Provide as Much Autonomy and Ownership for Jobs, Projects, or Tasks: According to Daniel Pink, employees are motivated the most by autonomy – the freedom to do things their own way. The challenge for many managers to allow employees to do things differently than they would do them, as long as they are getting good results. Who knows, they may come up with a better way!
  • Provide Training: Innovation is not something a person is born with (DNA) – innovation can be learned. Provide training in associating, questioning, observing, networking, and experimenting.
  • Ask Questions That Encourage Innovation: Try to ask the different questions that can motivate employees for innovations.
  • Authorize Your Employees to Attend Conferences and Networking Events: Again, in order to get them exposed to new ideas.
  • Encourage Employees to Observe Their Customers or Users: This is central to the concept of “design thinking,” pioneered by the innovative design company IDEO. This isn’t about reading market research reports or user surveys – it’s about actually going out and observing the users of whatever it is you make or provide.

7. There are 10 ways to encourage innovation by adopting various procedures and work conditions.

  1. Involve your employees: The true is, if people aren’t feeling connected to the company, there’s little incentive for them to be innovative. Make sure the employees are in the loop on our firm’s strategies and challenges, and invite their input. Employees who are involved early on in processes and plans will be motivated to see them through to completion. Their active participation will fuel more ideas than if they learn of initiatives firsthand.
  2. Make innovation important: Assure all the employees know that we want to hear their ideas. Exept they understand how innovating our business processes can keep our firm competitive, their efforts at encouraging creative thinking risk falling flat.
  3. Support brainstorming: Allocate time for new ideas to emerge. As an example, set aside time for brainstorming, hold regular group workshops and arrange team days out. A team involved in a brainstorming session is likely to be more effective than the sum of its parts. You can also place suggestion boxes around the workplace, appeal for new ideas to solve particular problems and always keep your door open to new ideas.
  4. Train your working team: The team may be able to start up an idea around, but be unfamiliar with the skills involved in creative problem-solving. You may find training sessions in formal techniques such as lateral thinking and mind-mapping worthwhile.
  5. Motivate change: Broadening people’s experiences can be a great way to spark ideas. Short-term job swaps can introduce a fresh perspective to job roles. motivate people to look at how other businesses do things, even those in other sectors, and consider how they can be adapted or improved.
  6. Look at new ways to do things: Encourage employees to keep looking anew at the way they approach their work. Ask people whether they have considered alternative ways of working and what might be achieved by doing things differently.
  7. Don’t discourage: Respond enthusiastically to all ideas and never make someone offering an idea feel foolish. Give even the most apparently eccentric of ideas a chance to be aired.
  8. Be tolerant: A certain amount of risk-taking is inevitable with innovation. Allow people to learn from their mistakes. Never put off the creative flow by penalizing those whose ideas don’t work out.
  9. Reward conception and innovation: Motivate individuals or teams who come up with winning ideas by actively recognizing innovation, for instance through an awards scheme. You can even demonstrate your recognition that not all ideas work out by rewarding those who just have a rich flow of suggestions, nevertheless of whether they are putting into action at work.
  10. Implement strategy to execution: Just remember, innovation is only worthwhile if it results in action. Provide enough time and resources to develop and implement those ideas worth acting upon. Failure to do so not only means your firm will fail to benefit from innovation, but flow of ideas may well dry up if employees feel the process is pointless.

8. The various barriers to innovation can be:

  • Poor communication: A firm with several divisions often finds that over time each division becomes a company in itself. They fall into patterns of behaviors that become complacent and fail to maintain communication with the others. When a company tries to make changes that they tend to start in one zone and the others get no communication about what is happening.
  • Change is uncomfortable: In the past decade the changes that have been brought about through technology are nothing less than massive and it continues. Along with these changes is a recognition of how creative ideas are developed. The effects of both new technology and the knowledge that shows how to create companies to be more innovative moved across industries.
  • Fear of failure: One of the greatest barriers to those who work in an innovative company is an inability to accept failure. From the time we are very little, we are taught to do things right the first time. Innovative thinkers don't worry about being right. They concentrate on the idea, the impractical, and making connections between things that don't make sense.
  • Outdated habits are hard to break: An industry that is working to move into the arena of innovation will be up against the habits of those who work there. If the move is led from the top, it will be fundamental they tried the new way the company will work. It cannot just be said or posted, or given through e-mail. New ways of doing things requires stopping the outdated ways.
  • Innovative reflection is conceptual and not positive: One of the most difficult parts of innovative thinking is that it happens inside of people's esprit. It forms and changes and is reconstructed over and over. When there is discussion about innovative ideas, they continue to form and reform before anything gets to the concrete. This is a problem for some bosses and for some employees who are not directly related to the innovative team.
  • Money: To finance a group such as an innovative team, a company has to understand how it works. They have to understand how a creative team behaves, how a creative spirit processes, and be able to stay behind it financially. If the team is constrained by money, it will fail. If a company does its research, it will know that the risk they take financially will be worth it. Any company who spends time pulling together a diverse group of creative individuals into a team for the purpose of innovation and not fund it fully, is simply making a false image of innovation.
  • Legitimate mindset: A company is usually led by people who are well organized, in order, and logical. Those characteristics can be benefit in forming a group and leading them as the leader deems they should go. The issue is that an innovative company will not be "led." It will be a place with less shape, structure and less logical thinking. A company that runs on pure logic will never take risks. It's just not logical.
  • A lack of creativity: Businesses that have thrived on the stability of forming ideas in a room and sending them down to production have deprived themselves of the ability to be creative. It is possible that once upon a time these people were quite creative, but lack of vision for the innovative, the demands of their investors, legal team and directors has taken that away.
  • Absence of vision: Creativity, design, and production all calling for vision, however in reality so do management, finances, and book keeping. Vision is the capability to see what is still to come. It is what maintain us going forward and staying positive. Those who have vision will find it freeing to move into an atmosphere where work is done more innovatively.
  • Risk: Risk is the cost of true innovation. It can stop many people in their tracks. The truth is that life is a risk. No one knows when they will be stricken with illness, accident or a great new job. Risk is the price we all pay for stepping outside of the house each day. Those who think they can decrease the risk of negative consequences, do so at the expense of an annoying life.

9. Managers must lead by example when it comes to innovation

Leaders are in charge to put together teams and lead them to optimal performance outcomes. An effective leader recognizes the importance of embracing differences in people and knows how to connect the dots amongst those differences to get the best results from the team. This is what cultivates a workplace environment of continuous improvements, innovation and initiative. Leaders should foster a commitment from the team to embrace an innovation mindset where each employee learns to apply the differences that exist in one another for their own success and that of the organization.

The various different ways by managers lead by example when it comes to innovation:

  • Trust Yourself Enough to Trust Others: Innovation requires breaking down the outdated rules of thought and creating new ones. This means each member of the team must become more transparent than ever before. As such, each member of the team must trust themselves enough to trust each other. When you can accomplish this trust, you become more patient, a better listener and over time more appreciative for the new experiences and relationships that are being developed. Then, move back and acknowledge that – with your capacity to co-exist with people in ways that form a family bond – the engagement of a new workplace culture can be created.
  • Collaborate and Discover: It’s not until you begin to believe in yourself and others that real collaboration takes root. Collaboration is not just about working closely together, but also about taking leaps of faith together to discover new manners of thinking and create greater outcomes. You never know which concept will take shape into the new innovation that creates impact and influence in the marketplace – whether a new process, product, packaging, piece of knowledge, etc.
  • Communicate to Learn: Without strong communication, teams can’t find their rhythm and they certainly won’t find the things they are looking for to build trust and collaborate. The manner in which you communicate sets the tone and propels thinking in a variety of directions that leads to new innovations. A team should view themselves as an innovation lab – constantly challenging each other to learn from each other’s ideas and ideals and to plant the seeds for future innovations.
  • Be a Courageous Change Agent: For teams to innovate, leaders must challenge each team member to think more critically and see through a lens of continuous improvement. Looking through this lens requires the mindset of a “courageous enabler” – one who takes charge and embraces the role of a change agent in support of constructive disruption that ultimately makes things operate better and improves performance. Every leader must become a change agent or face extinction. As such, their teams must equally be charged to do the same. Accepting the role of a change agent means taking on an entrepreneurial attitude, embracing risk as the new normal, and beginning to see opportunity in everything. As you do, innovation becomes second nature.
  • Course Correct to Perfect: To find the perfect combination of people on a team, leaders must often course correct along the way. Yes, perfection is utopia but course correction steers you closer to the promise of the culture you are attempting to create. Course correction also keeps people on their toes and teaches them to adapt to new environments, where they can showcase their abilities and skill-sets to new people and personalities in different situations and circumstances.

10. Formal learning and Informal learning

Formal Learning

Learning typically provided by an education or training institution, structured (in terms of learning objectives, learning time or learning support) and leading to certification. Formal learning is intentional from the learner’s perspective.” In other words, it includes courses, classes, face-to-face workshops, other training or educational events that lead to some “certification” or validation. Informal learning is therefore: “Learning resulting from daily work-related, family or leisure activities. It is not organized or structured (in terms of objectives, time or learning support). Informal learning is in most cases unintentional from the learner’s perspective. It typically does not lead to certification.” Non-formal learning is: “Learning which is embedded in planned activities not explicitly designated as learning (in terms of learning objectives, learning time or learning support), but which contain an important learning element. Non-formal learning is intentional from the learner’s point of view. It typically does not lead to certification.”

Non-formal adult learning means organized learning processes aimed at capacitating adults to work and their training for different social activities or personal development. Some examples are:

  • Programs to impart work-skills, literacy and other basic skills for early school leavers
  • In-company training.
  • Structured online learning.
  • Courses organized by civil society organizations for their members, their target group or the general public.
  • Provide or motivate formal and informal learning opportunities to help to develop the skills with colleagues.

Informal learning is regarded as a lifelong process in which we gain information, manner, skills and knowledge. It can be intentional and unintentional and it can be encouraged by the development of techniques and technologies. We live in an information society that gives us endless opportunities for informal learning. It is not necessarily intentional learning, and because of that it can go unnoticed by individuals in terms of acquiring knowledge and skills. Informal learning is acquired through life and work skills, from the expert and work mate, in project network, using the internet, manuals and guidelines, of professionals etc. Informal learning can be in form of:

  • Project-management or IT skills acquired at work.
  • Languages and intercultural skills acquired during a stay abroad.
  • IT skills acquired outside work.
  • Skills acquired through volunteering, cultural activities, sports, youth work and through activities at home (e.g. taking care of a child).

11. Managers should regularly evaluate their own approaches for consistency with the wider organizational or project context

Frequently when performance management is mentioned, people think of theemployee performance appraisal or review. Performance management, however, involves so much more. Properly constructed appraisals should represent a summary of an ongoing, year-round dialogue. Focusing only on an annual appraisal form leads to misunderstanding and under appreciation of the benefits of performance management.
An effective performance management process enables managers to evaluate and measure individual performance and optimize productivity by:

  • Aligning individual employee's day-to-day actions with strategic business objectives.
  • Providing visibility and clarifying accountability related to performance expectations.
  • Documenting individual performance to support compensation and career planning decisions.
  • Establishing focus for skill development and learning activity choices.
  • Create opportunities in which individuals can learn from the experience of other.
  • Creating documentation for legal purposes, to support decisions and reduce disputes.

Many of the practices that support performance also positively impact job satisfaction, employee retention and loyalty. Recommended practices include:

  • Delivering regular relevant job feedback
  • Setting and communicating clear performance expectations
  • Linking performance to compensation clearly
  • Identifying organizational career paths for employees
  • Evaluating performance and delivering incentives in a fair and consistent manner
  • Providing appropriate learning and development opportunities
  • Recognizing and rewarding top performers

12. Organization’s physical environment that support innovation and can be changed

The physical environment of a workspace is more than simply a collection of offices, desks and technology. A physical environment can truly shape the way in which employees accomplish their jobs. It should serve as a foundation for the kind of culture that an organization dreams to develop.

Physical space is not only where people physically work, but also how they work. When done thoughtfully and strategically, changing a physical workspace has the ability to drive cultural change within an organization in the way employees lead, innovate and work together. The various points in this context are as follows:

  • Collaboration enabling– A space that enables collaboration was found to be critical as both innovation and creativity are widely acknowledged as collaborative processes, and all spaces examined internalized the notion that innovation is a social process. Collaboration enabling spaces are those that motivate and afford people the opportunity to share knowledge and experiences, for example through shared spaces where community members work alongside one another rather than in separate rooms.
  • Modifiability– Just as innovation requires flexible thinking, innovative spaces require flexible design. This includes options to change lighting, seating, and even rooms within a space, as well as the ability to use the same space for very different purposes. Learning and research spaces examined in this study were found to be built to allow for users to engage in a wide variety of activities and collaborate with others in novel ways while studying/working. Varied, flexible spaces allow for those of diverse backgrounds and interests to converge in a single place and interact through interdisciplinary and inter-organizational work and learning groups.
  • Smartness– Mostly focused on technology, smart spaces are those that are “allowed for co-operation of smart objects and systems and for ubiquitous interaction with different users”. Technology is and will increasingly be used to connect and collaborate with others we may not have had access to otherwise, and provision of such technology in innovative spaces supports innovativeness.
  • Value reflecting– This characteristic was well summarized by an interviewer: “What do the best companies have in common spatially? Their spaces provide a message or a story about the organization. Space is full of symbols, and, if utilized wisely – for example, through art – the space can have wide psychosocial impacts on their users.” The ‘values’ of innovation include openness, sustainability and collaboration, and it was found that innovative spaces mirror these values.
  • Attractiveness– An interviewee quoted that, “Interesting space attracts interesting people.” Attractive spaces are – at minimum – healthy, safe and comforting. However, attractive also refers to the internal space (ergonomics, interior design) as well as its surrounds (location, architecture, services).

13. Legislative framework that impacts on operations in the relevant workplace context Either the individual or an organization must be cautious and careful with the legislative framework around the proposal while coming out with an innovative idea. Everyone and business are required to comply with relevant legislation to which they are subject. This includes prescribed laws, regulations and by-laws. Businesses must determine their legislative obligations. The following is some of the primary legislation that may need to be considered when applying for a grant.

Legislative framework depicts the various accordance requirements and also establish whether the new propose changes are comply with the legal requirements or not. Catching example, if an organization wants to expand its manufacturing machinery, so the various factors that needs to be considered will be:

  • The health and safety requirements of the employees.
  • The machinery must be ordered with required processes.
  • The machinery must be upgraded when it is outdated in order to be conform with the law.

Above factors are very important to consider before beginning this project.

References

https://www.business.gov.au/change-and-growth/innovation/innovation-resources

https://www.tutor2u.net/business/reference/innovation-benefits-risks

https://www.humanrights.gov.au/our-work/8-legal-and-policy-framework

https://www.lucidity.org.uk/2015/09/07/the-ten-barriers-to-innovation/

https://innovationmanagement.se/2011/12/08/5-steps-to-increase-innovation-skill-sets/

http://www.iamwire.com/2017/04/reasons-why-companies-should-embrace-risk-taking/151742

https://www.forbes.com/sites/glennllopis/2014/04/07/5-ways-leaders-enable-innovation-in-their-teams/#3df27e618c4c

https://www2.deloitte.com/au/en/pages/human-capital/articles/physical-environment-innovation.html

https://www.business.vic.gov.au/marketing-and-sales/growth-innovation-and-measurement/improving-business-innovation-and-examples

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