netrashetty
Netra Shetty
Autodesk, Inc. (NASDAQ: ADSK) is an American multinational corporation that focuses on 2D and 3D design software for use in architecture, engineering and building construction, manufacturing, and media and entertainment. Autodesk was founded in 1982 by John Walker, a coauthor of early versions of the company's flagship CAD software product AutoCAD, and twelve others. It is headquartered in San Rafael, California.
Autodesk became best-known for its flagship computer-aided design software AutoCAD. In addition to AutoCAD, Autodesk develops Digital Prototyping solutions[4] to visualize, simulate, and analyze real-world performance using a digital model during the design process. The company also develops Building Information Modeling software to generate and manage building data using a three-dimensional building model. Autodesk also provides digital media creation and management software from film and television visual effects, color grading, and editing to animation, game development, and design visualization
Innovation and creativity have become buzzwords especially in the last decades when competition and rivalry between firms became more fierce. Changes in the business environment and customers’ demands have made innovation a staple strategy for organizations that hope to achieve a competitive advantage. Innovation is the process of introducing new (or unique) products, systems, processes, or services from an organization. Introduction of such may be far-reaching or minimal. This paper discusses innovation in an organizational setting. The organization of choice, which will become the case study for this paper, is known as one of the most innovative organizations around and the home of creative individuals that were behind the world renown products such as the “Scotch Tape” and “Post-It” brands
Innovative organizations invest heavily on research and development and on their human resources. Because of the changes in the business environment and the growing interest in the contributions of the organization’s human resources, a new breed of organizations was born. These organizations are called knowledge organizations, which use innovation, creativity (human intellect) as a source of competitive advantages.
A research conducted by Teresa Amabile (1998) points to three different components of creativity – Expertise, Creative Thinking, and Motivation. In order to achieve creativity and innovation in organizations top management must align the practices and policies of human resources management to the company’s strategies and objectives. That is where strategic human resources management comes into play.
Shared Values Defined
Shared values are what engender trust and link an organization together. Shared values are also the identity by which an organization is known throughout its business areas. These values must be stated as both corporate objectives and individual values. Every organization and every leader will have a different set of values that are appropriate to its business situation.
10 Rules for Building a Great Business
*
Define shared values and let values rule. As Steve Jobs, the co-founder of Apple Computer, put it, "The only thing that works is management by values. Find people who are competent and really bright, but more importantly, people who care exactly about the same things you care about."... More
9 Signs of a Losing Organization
3.
Discouraging Culture: no shared values; lack of trust; blame culture; focus on problems, not opportunities; diversity is not celebrated; failures are not tolerated; people lose confidence in their leaders and systems... More
5 Keys to Building a Great Company
By: Narayana Murthy, Founder of Infosys
*
Shared Values: A great company practices an enduring value system, and follows the finest system of corporate governance... More
Establishing Shared Values
Ensuring employee's understanding of organization's values and vision requires your organization to have clearly defined values. Without this, your organization can get itself into real trouble.
Defining shared values is more than putting words on paper. Most organizations have values statements or mission statements; yet many do not follow them. Winning organization create successful cultures in a systematic way using various approaches that may include visual representations, training seminars, and/or socializing events.
Creating a Culture for Innovation
By: Soren Kaplan
Shaping culture, especially when it comes to creating a culture of innovation, is a daily task that involves elevating the mundane to the strategic.
A common metaphor for culture is the iceberg. Icebergs float on top of the water and are visible to the eye, but beneath the surface they may extend hundreds of feet and can be significantly larger than what’s visible above water. As a metaphor for organizational culture, the part of the iceberg above the surface is the visible culture, including such things as the stated vision, mission and values, organizational charts, policies and procedures, and formal processes.
As we look beneath the surface, however, we find clues as to “the way things are really done around here” – norms, unwritten rules, shared assumptions, taken for granted beliefs, process workarounds and so on. What’s above the surface isn’t always consistent with what’s below.
It’s what’s beneath the surface that really supports or inhibits organizational culture and the ability to innovate... More
Organizing for Innovation
Several models (as well as the usual informal interactions between functional groups) may exist within an organization at the same time. All help an enterprise drive growth by taking a strategic approach to innovation. While some models arise and evolve spontaneously, others need to be intentionally created and managed. Increasing levels of complexity are accompanied by increasing commitments in terms of cost, time and maintenance. At the same time the organization will benefit from the “social capital” that drives sustainable innovation, namely personal networks, cross-functional trust and shared values...
Autodesk became best-known for its flagship computer-aided design software AutoCAD. In addition to AutoCAD, Autodesk develops Digital Prototyping solutions[4] to visualize, simulate, and analyze real-world performance using a digital model during the design process. The company also develops Building Information Modeling software to generate and manage building data using a three-dimensional building model. Autodesk also provides digital media creation and management software from film and television visual effects, color grading, and editing to animation, game development, and design visualization
Innovation and creativity have become buzzwords especially in the last decades when competition and rivalry between firms became more fierce. Changes in the business environment and customers’ demands have made innovation a staple strategy for organizations that hope to achieve a competitive advantage. Innovation is the process of introducing new (or unique) products, systems, processes, or services from an organization. Introduction of such may be far-reaching or minimal. This paper discusses innovation in an organizational setting. The organization of choice, which will become the case study for this paper, is known as one of the most innovative organizations around and the home of creative individuals that were behind the world renown products such as the “Scotch Tape” and “Post-It” brands
Innovative organizations invest heavily on research and development and on their human resources. Because of the changes in the business environment and the growing interest in the contributions of the organization’s human resources, a new breed of organizations was born. These organizations are called knowledge organizations, which use innovation, creativity (human intellect) as a source of competitive advantages.
A research conducted by Teresa Amabile (1998) points to three different components of creativity – Expertise, Creative Thinking, and Motivation. In order to achieve creativity and innovation in organizations top management must align the practices and policies of human resources management to the company’s strategies and objectives. That is where strategic human resources management comes into play.
Shared Values Defined
Shared values are what engender trust and link an organization together. Shared values are also the identity by which an organization is known throughout its business areas. These values must be stated as both corporate objectives and individual values. Every organization and every leader will have a different set of values that are appropriate to its business situation.
10 Rules for Building a Great Business
*
Define shared values and let values rule. As Steve Jobs, the co-founder of Apple Computer, put it, "The only thing that works is management by values. Find people who are competent and really bright, but more importantly, people who care exactly about the same things you care about."... More
9 Signs of a Losing Organization
3.
Discouraging Culture: no shared values; lack of trust; blame culture; focus on problems, not opportunities; diversity is not celebrated; failures are not tolerated; people lose confidence in their leaders and systems... More
5 Keys to Building a Great Company
By: Narayana Murthy, Founder of Infosys
*
Shared Values: A great company practices an enduring value system, and follows the finest system of corporate governance... More
Establishing Shared Values
Ensuring employee's understanding of organization's values and vision requires your organization to have clearly defined values. Without this, your organization can get itself into real trouble.
Defining shared values is more than putting words on paper. Most organizations have values statements or mission statements; yet many do not follow them. Winning organization create successful cultures in a systematic way using various approaches that may include visual representations, training seminars, and/or socializing events.
Creating a Culture for Innovation
By: Soren Kaplan
Shaping culture, especially when it comes to creating a culture of innovation, is a daily task that involves elevating the mundane to the strategic.
A common metaphor for culture is the iceberg. Icebergs float on top of the water and are visible to the eye, but beneath the surface they may extend hundreds of feet and can be significantly larger than what’s visible above water. As a metaphor for organizational culture, the part of the iceberg above the surface is the visible culture, including such things as the stated vision, mission and values, organizational charts, policies and procedures, and formal processes.
As we look beneath the surface, however, we find clues as to “the way things are really done around here” – norms, unwritten rules, shared assumptions, taken for granted beliefs, process workarounds and so on. What’s above the surface isn’t always consistent with what’s below.
It’s what’s beneath the surface that really supports or inhibits organizational culture and the ability to innovate... More
Organizing for Innovation
Several models (as well as the usual informal interactions between functional groups) may exist within an organization at the same time. All help an enterprise drive growth by taking a strategic approach to innovation. While some models arise and evolve spontaneously, others need to be intentionally created and managed. Increasing levels of complexity are accompanied by increasing commitments in terms of cost, time and maintenance. At the same time the organization will benefit from the “social capital” that drives sustainable innovation, namely personal networks, cross-functional trust and shared values...