Over the years, creativity and innovation have been considered to be critical attributes for achieving success by the organizations in different sectors. In the cut throat competitive world with business, organizations have to continuously come with different forms of innovative strategies so that they can come out successful in competitions with other rival companies (Padille et al. 2014). Moreover, it also becomes important for many organizations to bring in innovative ideas to increase sales and profits, change the working procedures of the employees and also develop a new working environment to drive out the monotonous feeling of workers. However, still organizations have to face many challenges while trying to implement innovation in workplace. These are described in the following paragraphs.
The first barrier or challenge faced by organization is improper planning and proper far-sightedness. Many organizations fail to adopt step by step proper planning procedures and pilot studies to test the result of the innovative strategies on a smaller scale. This results in ultimate failure of the plans and cause more problems than benefits (Vezzoli et al. 2015). The leaders creating the plans should need to understand exactly what changes would take place and how these changes will occur. For example, if a working environment is switching from it manual labor to technological expertise, the leaders should know that whether the new system is compatible with the old system. The individual should know also know that how the leader or the organization should know how he would transition the old information to the new system. He should also know that whether there will be limited access to the workers during its transition. If the leaders fail in any one step, the innovative strategy would fall down creating massive loss of resources and finance. Moreover the employer or the leader needs also to assign proper roles during implementing the innovative strategies so that those who are responsible for the change should understand their duties. The time line for the change should also be developed properly (Chalmers 2013).
Another barrier which is also observed is improper communication. In many cases, failures take place to properly communicate with all the employees. This results in the invitation of rumors and even fear in the workplace particularly when massive innovative changes are taking place. in most cases, employees develop anxiety about what is going to happen and whether the future events would have positive or negative impact on their job role. A feeling of uncertainty takes place among the workers when they are unsure and are not properly communicated about the innovative strategies which would be implemented (Westley et al. 2014). This would disrupt the work and would employees feel as if they are not a part of the organization. In such cases the innovative strategies which were in plan to be implemented, would not bring positive results. Such issues were faced by companies like Procter & Gamble’s as well as IBM in its initial phases. With proper planning they were able to overcome the barriers and bring out positive results.
Moreover, another challenge is also that many of the employees do not want to be a part of the innovative strategies which are implemented in the organization. If the organizational leaders fail to bring the employees on board with the innovative corporate changes, the organization would definitely face challenges in their goals and objectives. In many cases, it is seen that most management staffs are reluctant and uncomfortable with the innovative changes that are going to be implemented. Therefore, they fail to deal with the new innovative changes (Gil-Gaecia et al. 20140. The leaders may also face dissension within the staff. Therefore the managers should take the responsibility to counsel the workers about how the innovative changes should affect the company and their career positively. This would help them in getting their trust and make them come on board with the innovative strategies.
Another issue also faced by many organizations is that the employees who are suited with a particular way of working in the organization may be resistant to change and protest against the incorporation of the innovative strategies. When a major change disrupts their familiarity with the working environment they become unsure of their position and try to prevent the implementation of the innovative changes with protests (Almeida, Domingues and Sampaio 2014). They do not want to relearn their jobs and also do not want to change the way they perform their regular work. This sort of protest can become one of the most important challenges that may be faced by the organization disrupting their goals of implementing innovative strategies.
From the above discussion, it becomes clear that many issues may arise while implementing innovative strategies in the organization. The first one would be lack of proper planning and conducting of pilot studies before implementing the plans. This would result in failure of the objectives. Secondly, improper communication can also be barriers, creating fear and rumors among teams. Thirdly, many of the employees do not want to be part of the change, thinking that they might be affected negatively. Many others protest against the innovative changes as they do not want to come out of their comfort zone and learn anything new. All these results in failures of implementation of innovative strategies by the organization.
Almeida, J., Domingues, P. and Sampaio, P., 2014. Different perspectives on management systems integration. Total Quality Management & Business Excellence, 25(3-4), pp.338-351.
Chalmers, D., 2013. Social innovation: An exploration of the barriers faced by innovating organizations in the social economy. Local Economy, 28(1), pp.17-34.
Gil-Garcia, J.R., Helbig, N. and Ojo, A., 2014. Being smart: Emerging technologies and innovation in the public sector. Government Information Quarterly, 31, pp.I1-I8.
Padilla-P?rez, R. and Gaudin, Y., 2014. Science, technology and innovation policies in small and developing economies: The case of Central America. Research Policy, 43(4), pp.749-759.
Vezzoli, C., Ceschin, F., Diehl, J.C. and Kohtala, C., 2015. New design challenges to widely implement ‘Sustainable Product–Service Systems’. Journal of Cleaner Production, 97, pp.1-12.
Westley, F., Antadze, N., Riddell, D.J., Robinson, K. and Geobey, S., 2014. Five configurations for scaling up social innovation: Case examples of nonprofit organizations from Canada. The Journal of Applied Behavioral Science, 50(3), pp.234-260.