netrashetty
Netra Shetty
Organisational Structure of Autoliv : Autoliv (OMX: ALIV SDB, NYSE: ALV) is a Swedish-American company with headquarters in Stockholm, Sweden, that in 1997 sprung from the merger of the Swedish company Autoliv AB and Morton Automotive Safety Products, Inc., a division of the American firm Morton International.
Autoliv develops and manufactures automotive safety systems for all major automotive manufacturers in the world. Together with its joint ventures Autoliv has 80 facilities with 40,000 employees in 30 vehicle-producing countries. In addition, the company has development and engineering centers in six countries around the world, including 20 test tracks, more than any other automotive safety supplier. The company's shares are listed on the New York Stock Exchange and its Swedish Depository Receipts on the OMX Stockholm Stock Exchange.
1. Linear Model
One of the famous models of innovation is the linear model. According to the linear model, innovation is a sequence of stages starting either from scientific research. This model of innovation emphasized scientific and technological development. Innovation is this model is based on a science-based technological change and is the outcome of professional Research and Development (R&D) undertaken by qualified engineers and scientists.
2. Coupling Model
According to Mowery and Rosenberg (1979) both knowledge base of science and technology and the market are important determinants of success in innovation. R&D is regarded as a major component, but not the sole generator, of innovation. Innovation is viewed as the result of a conjunction between a perceived need and technological development.
3. Integrated Model
In the integrated model, innovation is achieved as a result of the interactions between an organization’s natural trajectory and the selection environment. The ability of an organization to innovate is determined by market environments which are viewed as the basis of natural selection (Jones and Saad 2003).
4. Systems Integration and Networking Model
In the systems integration and networking model innovation is derived by different factors like technology; market and economic environment; social, cultural and institutional factors; and organization’s internal environment.
People are not led by plans and evaluations. If you want to move and get the best from your people, don't say "I have a strategic plan". You must create inspiration, self-respect, a sense of ownership and excitement.
Inspirational leaders breathe life, confidence and creativity into the organization. They supply a shared vision and inspire people to achieve more than they may ever have dreamed possible. People change when they are emotionally engaged and committed.
Inspirational leaders create 'can-do' attitude and make business fun. They unlock inner power of their people and sustain their commitment. They inspire, energize and move people. They build corporate communities in which people feel valued, capable, confident and strong. They inspire team members to believe in the extraordinary work they can do together.
People do what they have to do for a manager, they do their best for an inspirational leader... More
Leadership-Management Synergy
Creating a Culture for Innovation
The question for leaders today isn’t if culture is important for success but how culture can drive successful innovation – and what, specifically, leaders can do to influence the kind of culture that leads to behavior that’s truly innovative... More
A Leader's Mood: The Dimmer Switch of Performance
How do you work on attaining the consistent, emotionally intelligent leadership behaviors that breed success in yourself and others? Here are a few other suggestions to consider that can improve your and your team's performance... More
12 Readership Roles
Humorous Business Plan: How To Succeed In Innovation
Growth Risk: "The more you measure and motivate based on innovation, the less likely you will have a truly innovative culture." – Stephen Shapiro... More
Inspiring Employees: 4 Pillars
Innovation-Adept Culture
Establishing the culture of innovation requires a broad and sustained effort. Though changing a company's culture is never easy, with the right leadership, cultures can be reshaped and amazing results can accrue. Establishing an attitude of relentless growth is what enables an organization and its people to achieve their goals. The spirit of relentless growth keeps fresh ideas flowing and reinvigorates your company. Thus, "the primary challenge facing market leaders is to institutionalize an environment where every decision and direction can be constantly and safely reassessed."2... More
The Jazz of Innovation: 11 Practice Tips
Sense of Ownership
Employees who have a sense of ownership are more motivated than those who feel that they just work here. Individual employees and teams thrive when they have a sense of ownership. The more empowered and engaged people are, the more committed they are to the company and try to do their best.
Using Strategic Intent to Motivate Idea Generation
Strategic Intent is senior management's primary motivational tool for radical idea generation. Senior management uses strategic intent to communicate a misfit between current resources and corporate aspirations and motivate idea generation when it actively encourages the quest for new opportunities... More
The Fun Factor
Do you really want to learn innovation and know what is deep inside, at the core of successful innovation ecosystems like Silicon Valley? "The truth is ... it's a ball! Hard work combined with hard play - at every level, from executive down and back up again."1
People don't only work hard, but also have a lot of fun at the same time. And they are not just having fun, but planning it and making it part of their culture. This is the spirit that truly enables relentless innovation and creates innovation-adept culture... More
Freedom To Fail
Making mistakes is essential to innovation and organizational growth, as long as systems are developed to avoid making the same mistake twice.
Freedom to fail means a freedom to explore, venture, experiment and succeed in uncharted territory.... More
Selecting a New Corporate Leader: 3 Questions To Answer
Lessons from Peter Drucker
Leadership is not rank, it is responsibility. It is the lifting of a subordinate’s vision to higher sights – the raising of a subordinate’s performance to a higher standard. It is the building of a subordinate’s personality beyond its normal limitations. A leader must set strict principles of conduct and responsibility, high standards of performance, and respect for the individual and his work... More
Harnessing the Power Diversity
Diversity of thought, perception, background and experience enhance the creativity and innovation.
It was by taking a different view of a traditional business that major innovations were achieved. To find a better creative solution to the current practice, force yourself to reframe the problem, to break down its components and assemble them in a different way... More
Cultural Intelligence
Cultural intelligence (CQ) is your capability to grow personally through continuous learning and good understanding of diverse cultural heritage, wisdom and values, and to deal effectively with people from different cultural background and understanding
Autoliv develops and manufactures automotive safety systems for all major automotive manufacturers in the world. Together with its joint ventures Autoliv has 80 facilities with 40,000 employees in 30 vehicle-producing countries. In addition, the company has development and engineering centers in six countries around the world, including 20 test tracks, more than any other automotive safety supplier. The company's shares are listed on the New York Stock Exchange and its Swedish Depository Receipts on the OMX Stockholm Stock Exchange.
1. Linear Model
One of the famous models of innovation is the linear model. According to the linear model, innovation is a sequence of stages starting either from scientific research. This model of innovation emphasized scientific and technological development. Innovation is this model is based on a science-based technological change and is the outcome of professional Research and Development (R&D) undertaken by qualified engineers and scientists.
2. Coupling Model
According to Mowery and Rosenberg (1979) both knowledge base of science and technology and the market are important determinants of success in innovation. R&D is regarded as a major component, but not the sole generator, of innovation. Innovation is viewed as the result of a conjunction between a perceived need and technological development.
3. Integrated Model
In the integrated model, innovation is achieved as a result of the interactions between an organization’s natural trajectory and the selection environment. The ability of an organization to innovate is determined by market environments which are viewed as the basis of natural selection (Jones and Saad 2003).
4. Systems Integration and Networking Model
In the systems integration and networking model innovation is derived by different factors like technology; market and economic environment; social, cultural and institutional factors; and organization’s internal environment.
People are not led by plans and evaluations. If you want to move and get the best from your people, don't say "I have a strategic plan". You must create inspiration, self-respect, a sense of ownership and excitement.
Inspirational leaders breathe life, confidence and creativity into the organization. They supply a shared vision and inspire people to achieve more than they may ever have dreamed possible. People change when they are emotionally engaged and committed.
Inspirational leaders create 'can-do' attitude and make business fun. They unlock inner power of their people and sustain their commitment. They inspire, energize and move people. They build corporate communities in which people feel valued, capable, confident and strong. They inspire team members to believe in the extraordinary work they can do together.
People do what they have to do for a manager, they do their best for an inspirational leader... More
Leadership-Management Synergy
Creating a Culture for Innovation
The question for leaders today isn’t if culture is important for success but how culture can drive successful innovation – and what, specifically, leaders can do to influence the kind of culture that leads to behavior that’s truly innovative... More
A Leader's Mood: The Dimmer Switch of Performance
How do you work on attaining the consistent, emotionally intelligent leadership behaviors that breed success in yourself and others? Here are a few other suggestions to consider that can improve your and your team's performance... More
12 Readership Roles
Humorous Business Plan: How To Succeed In Innovation
Growth Risk: "The more you measure and motivate based on innovation, the less likely you will have a truly innovative culture." – Stephen Shapiro... More
Inspiring Employees: 4 Pillars
Innovation-Adept Culture
Establishing the culture of innovation requires a broad and sustained effort. Though changing a company's culture is never easy, with the right leadership, cultures can be reshaped and amazing results can accrue. Establishing an attitude of relentless growth is what enables an organization and its people to achieve their goals. The spirit of relentless growth keeps fresh ideas flowing and reinvigorates your company. Thus, "the primary challenge facing market leaders is to institutionalize an environment where every decision and direction can be constantly and safely reassessed."2... More
The Jazz of Innovation: 11 Practice Tips
Sense of Ownership
Employees who have a sense of ownership are more motivated than those who feel that they just work here. Individual employees and teams thrive when they have a sense of ownership. The more empowered and engaged people are, the more committed they are to the company and try to do their best.
Using Strategic Intent to Motivate Idea Generation
Strategic Intent is senior management's primary motivational tool for radical idea generation. Senior management uses strategic intent to communicate a misfit between current resources and corporate aspirations and motivate idea generation when it actively encourages the quest for new opportunities... More
The Fun Factor
Do you really want to learn innovation and know what is deep inside, at the core of successful innovation ecosystems like Silicon Valley? "The truth is ... it's a ball! Hard work combined with hard play - at every level, from executive down and back up again."1
People don't only work hard, but also have a lot of fun at the same time. And they are not just having fun, but planning it and making it part of their culture. This is the spirit that truly enables relentless innovation and creates innovation-adept culture... More
Freedom To Fail
Making mistakes is essential to innovation and organizational growth, as long as systems are developed to avoid making the same mistake twice.
Freedom to fail means a freedom to explore, venture, experiment and succeed in uncharted territory.... More
Selecting a New Corporate Leader: 3 Questions To Answer
Lessons from Peter Drucker
Leadership is not rank, it is responsibility. It is the lifting of a subordinate’s vision to higher sights – the raising of a subordinate’s performance to a higher standard. It is the building of a subordinate’s personality beyond its normal limitations. A leader must set strict principles of conduct and responsibility, high standards of performance, and respect for the individual and his work... More
Harnessing the Power Diversity
Diversity of thought, perception, background and experience enhance the creativity and innovation.
It was by taking a different view of a traditional business that major innovations were achieved. To find a better creative solution to the current practice, force yourself to reframe the problem, to break down its components and assemble them in a different way... More
Cultural Intelligence
Cultural intelligence (CQ) is your capability to grow personally through continuous learning and good understanding of diverse cultural heritage, wisdom and values, and to deal effectively with people from different cultural background and understanding
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