Based on this simulation:
Developing the R&D Structure
The organization structure where the orders were 'given 'from the top to the team that was developing R&D detracted from optimum results:
1. The information from the top took time to reach the actual researchers.
2. The information was partially blocked before it reached the researchers.
3. The information was sometimes changed to the detriment of the innovation process.
4. Political forces became active and modified the information leading to less than optimal results.
The organizational structure for a successful innovative organization can be described as follows: This material is taken from the website: http://www.anarchy.no" The first five principles concern the design of the organization:
1. Organize around cross-functional core processes.
2. Install process owners
3. Make teams, not individuals, the cornerstone of organizational design and performance.
4. Integrate with customers and suppliers.
5. Decrease hierarchy by eliminating non-value-added work and by giving team members the authority to make decisions.
The next seven principles concern the institutionalization of the change:
6. Build a corporate culture of openness, cooperation, and collaboration, a culture that focuses on continuous performance improvement and values employee empowerment, responsibility, and well-being.
7. Empower people by giving them the tools, skills, motivation and authority they need.
8. Use information technology to help people reach performance objectives and deliver the value proposition to the customer.
9. Measure for end-of-process performance objectives as well as customer satisfaction, employee satisfaction, and financial ...
Assessing Innovation is discussed in great detail in this solution.