Team Number: Team Name: Names of Team Members: HOW TO USE THIS TEMPLATE FOR THE BUSS 2066 ASSIGNMENT 2: REPORT Describe the business that the organisation is in, and what it wants to achieve You must use this template to prepare your individual report for this course. The business environment KEEP TO THIS FORMAT : Include here a discussion of important and relevant aspects of the external business environment that provides either opportunities or constraints for the organisation to achieve its purpose. This might include a review of relevant factors such as demographic change, legislation, trends in social attitudes, economic trends, technology and ecological trends. • • • • do not change the page size (A3), or page orientation (landscape), or the 12.7mm margins, and 3 columns with 10 mm spacing use either 10 point Arial, or 11 point Calibri typeface/font, normal (not condensed or narrow), 1.15 spaced, 10 point space after each paragraph. Headings may be larger. all content is to fit on two pages – including references your report must be easily legible when printed in black on white. You may include images, but avoid reverse type and dark background colours Customer analysis Who are the customers or clients of this organisation (how would you describe them)? What appear to be their needs and preferences? What do you think might be their behaviours in terms of finding out about the product or service, and then buying it? Your report is to be submitted as a single Word document, with no attachments Competitive environment The reason for keeping to this format is that it makes the peer review process easier to carry out if the layout and the presentation are standardised. What is the competitive environment? How does this business appeared to be positioned in relation to its key competitors? Are there any significant trends in the competitive environment that need to be considered in this report? RETAIN THE HEADINGS and subheadings and enter your responses under appropriate headings as indicated. BUILDING THE ABILITY TO INNOVATE AND TO BE ENTERPRISING Before submission, make sure that you delete these explanatory notes, and all of the text that is highlighted in yellow. Your challenge is to make sure that your entire assignment, including references, fits onto two pages. If your assignment does not meet these specifications, it will not be marked. Enter the details in the header of this document. Make sure that your Team number appears clearly! RENAME THE FILE: Before submission, include your team number in the file name. The key challenge facing any organisation is to identify way(s) in which the organisation can improve its ability to support innovation across all aspects of its business, as well as improve its ability to be enterprising, with the aim of improving its competitiveness and overall performance/profitability. Use the survey questionnaire as a guide to identify innovation capabilities, and dimensions of entrepreneurial orientation for the business, that you think could be improved, and that would help it to meet its objectives. Refer to the course website materials. Pick what you think is the ONE (OR TWO) most important or relevant innovation capability that you think requires attention, and summarise it in this section, together with the reasons why you picked this area. EXECUTIVE SUMMARY This is not just an introduction. It is a concise summary of your document that gives a short overview of the context and clearly identifies what you regard as the important aspects. It should give the reader a reasonable understanding of what is in the whole document. Also, pick what you think is the ONE (OR TWO) most important or relevant dimension of entrepreneurial orientation that you think requires attention, and summarise it in this section, together with the reasons why you picked this dimension. Draw on the frameworks and approaches developed in this course to support your recommendations regarding the ways that the organisation might build its innovation capability and improve its performance by focusing on this particular capability. Use the detailed results in the benchmark report as a guide to the specific activities that you might include in your recommendations. You will need to draw on the Innovator Mindset materials to propose way(s) in which the organisation can equip its staff to become personally more innovative. Explain how your recommended activities might be applied in the organisation (who would do what with what sequence and timing of steps; this would be a plan of action that may run over a year). Include enough detail so that the reader can readily understand how to put into practice the approach that you describe). It is important to relate the application to the relevant theory. Expected outcomes: Describe the expected outcomes (and the timeframe) of the approach you have suggested for developing this innovation capability. Again, relate this to the theory. Explain how you would measure the outcomes, ie the performance indicators that you would use. Use the survey questionnaire as a guide to selecting what you think might be the most useful or appropriate performance indicator. Note: if you decide to address two aspects of innovation capability, then you repeat the above layout for that second aspect. BUILDING THE ABILITY TO BE ENTERPRISING: (and here insert the name of the entrepreneurial orientation dimension that you are addressing) Recommended activities and action plan: Draw on the frameworks and approaches developed in this course to support your recommendations regarding the ways that the organisation might build its entrepreneurial orientation and improve its performance by focusing on this particular capability. Use the detailed results in the benchmark report as a guide to the specific activities that you might include in your recommendations. Important note: you can choose the number of dimensions of innovation capability and entrepreneurial orientation you discuss, with a minimum of one aspect for each of IC and EO, and a maximum of two for IC and EO. Explain how your recommended activities might be applied in the organisation (who would do what with what sequence and timing of steps; this would be a plan of action that may run over a year). Include enough detail so that the reader can readily understand how to put into practice the approach that you describe). It is important to relate the application to the relevant theory. THE CASE STUDY ORGANISATION BUILDING THE ABILITY TO INNOVATE: (and here insert the name of the innovation capability that you are addressing) Expected outcomes: IMPORTANT: THIS ASSIGNMENT IS BASED ON THE CASE STUDY ORGANISATION FOR THIS COURSE DELIVERY. Recommended activities and action plan: In particular, include a summary of the key aspects of innovation capability and entrepreneurial orientation that you have selected for discussion, and briefly describe the overall outcomes/benefits for the business. BUSS 2066 Creativity and Innovation CW, Assignment 2: Report 2019 Team Number: Team Name: Names of Team Members: Describe the expected outcomes (and the timeframe) of the approach you have suggested for developing this aspect of entrepreneurial orientation. Again, relate this to the theory. Explain how you would measure the outcomes, ie the performance indicators that you would use. Use the survey questionnaire as a guide to selecting what you think might be the most useful or appropriate performance indicator. Note: if you decide to address two aspects of entrepreneurial orientation, then you repeat the above layout for that second aspect. SUMMARY Here include a concise summary of the challenge and recommendations. REFERENCES Include here only relevant references. Use in-text citations and the HarvardUniSA referencing style. Note that all references must fit into the two pages of the report, using the same type size and style. BUSS 2066 Creativity and Innovation CW, Assignment 2: Report 2019 Case study Case study This course is based on a "live" case study that is provided by the History Trust of South Australia. Everyone in this class will work on the same project. Your challenge will be to apply to concepts, theories and methods that are addressed in this course to this organisation that includes a number of operating units like the separate museums that a mention on its website. It is important that you do not contact the speakers or the business. There is ample information in the presentation and the enterprise's website to provide the basis for discussion and Assignment 2. You can: • • access the recording of the presentation from the video recording of the class session on 6 March (Topic 2) the website for this organisation -There are 4 museums -Searching for creative ideas/innovation to attract more visitors -Develop their digital presence -Lacking digital skills -Problem between being free for the public or needing fees to enter -Want to be more attractive for people -Adapt in house technology make visits more attractive -Little funding -Attract all kind of age Conclusion of all topics: Making creativity happen In particular, the approach developed in this course is that creativity and innovation are activities that depend on interaction between people, rather than being solitary activities.The implication is that any organisation can be creative and innovative, if the right methods are used. These methods can be summarised using the framework developed by Amabile (1996): • you acquire the necessary domain-relevant skills (ie personal expertise, knowledge, skills), through learning • you use creativity-relevant processes (or approaches or methods used to deal with a given problem and generate solutions), such as the de Bono 6-Hats method • you have the necessary task motivation (that is, you really want to or need to solve a problem or address a situation) • you organise a supportive social or working environment. Another point to remember is that customers are the the most fruitful source of ideas for relevant new products or services, or for useful improvements to products or services. Making Innovation Happen This can be represented in the following figure: Again, the role of the customer is vital in helping to determine the value that is an inherent requirement for innovation, remembering that innovation requires: • newness or novelty, as the reason why potential customers would notice or pay attention to the innovation, together with • value which is the benefit to the customer, and the reason why a customer would pay for the innovation (always remember that it is the customer who pays for a product or service, so it is the customer who determines or defines the value that they are getting out of the product or service). It is useful to bear in mind that the value in an innovation is important for the customer, but it is also important for the enterprise in order for it to be profitable. This means that the enterprise needs to find ways to retain (some of the) value, as well as to provide it to the customer. Making creativity and innovation happen in practice The assignments in this course are designed around the case study business: • they give the opportunity to reflect on how principles or models of creativity can be applied in this enterprise • they also give the opportunity to explore how the enterprise could improve its innovation performance, by developing its innovation capabilities or the assets and resources needed to support innovation in its products or services, its processes, and its systems. Because the business world is complex, and creativity and innovation are complex activities, these are challenging assignments, but they give an insight into what is required in a business to improve its performance in these areas. By completing this course, you should be equipped to help any organisation, whether it is in the for-profit or not-for-profit sector, and whether it is small or large, to become more creative and innovative. In particular, you are equipped to respond to the many popular misconceptions about creativity and innovation, and to propose ways in which these important areas can be developed by using the models and frameworks developed in this course. Finally, the methods and approaches described in this course can be applied at the individual level, so that they can help you as an individual to be both creative and innovative. This supports the proposition that underpins this course which is that "anyone can be creative and innovative", and that the "myths of creativity" are indeed myths. Please note that: • • • the "official" word count is approximately the number of words that will fit onto two A-3 pages with the typeface, type size and format specified on the Word template. It is important that everything fits onto the one page, including all sections of the report and all references. It is not necessary to fill up the page. it is not necessary to reference the recording of the presentation. It is to be treated as a presentation or meeting that provides a context for this assignment. there is no specific requirement regarding the number of references. Include references that are relevant.
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