netrashetty

Netra Shetty
B/E Aerospace, Inc. (NASDAQ: BEAV) is an S&P 400 and NASDAQ listed manufacturer of aircraft cabin parts, including passenger and crew seats, oxygen delivery systems, kitchens and lavatories for commercial airliners. Based in Wellington, Florida,[2] the company was capitalized as a $3.14 billion corporation as of 2010


CEO
Amin Khoury
2
Director
Charles Chadwell
Director
Arthur Wegner
Director
Jonathan Schofield
Director
Richard Hamermesh
Director
Jim Cowart
Director
Robert Khoury
CFO
Thomas McCaffrey
Consumables Management
RS
COO
Werner Lieberherr
Business Jet Segment
WE
Fastener Distribution Segment
RM
Human Resources
ME
Legal & Secretary
RP
Control
SS

When ideas meet and information comes together, you bring innovations to market smarter and faster.

A diversity of ideas and opinions are needed to generate high quality solutions.

Innovation, the source of sustainable competitive advantage for most companies, depends upon the individual and collective expertise of employees. In the new era of systemic innovation, it is more important for an organization to be cross-functionally excellent than functionally excellent. In addition to formal planning at the business level, best-practice companies use crosscutting initiatives on major issues in order to challenge assumptions and open up the organization to new thinking.

Systemic Innovation: 7 Areas

Firms which are successful in realizing the full returns from their technologies and innovations are able to match their technological developments with complementary expertise in other areas of their business, such as manufacturing, distribution, human resources, marketing, and customer relationships. To lead these expertise development efforts, cross-functional teams, either formal or informal, need to be formed. These teams can also find new businesses in white spaces between existing business units.

Creativity of Groups

Interplay among individuals is essential to the innovation process. While individual creativity is important, and even crucial to business, the creativity of groups is equally important. The creation of today's complex systems of products and services requires the merging of knowledge from diverse disciplinary and personal perspectives. Innovation – whether it be revealed in new products and services, new processes, or new business models – is rarely an individual undertaking. Creative cooperation and cross-pollination of ideas is critical.

In cross-functional teams, individuals from different backgrounds draw upon their pools of tacit, as well as explicit knowledge, to contribute. The tacit dimensions of their knowledge bases make such individuals especially valuable contributors to innovation projects; perspectives based on such knowledge cannot be obtained any other way except through interaction.1

Just hearing a very different perspective challenges the mindset of others sufficiently that they will search beyond what initially appears to be an obvious solution. This is a reason that intellectually heterogeneous cross-functional teams are more innovative than homogenous functional ones.

Discovering Synergies

Synergy is the energy or force created by the working together of various parts or processes.

Synergy in business is the benefit derived from combining two or more elements (or businesses) so that the performance of the combination is higher than that of the sum of the individual elements

Expanded span of control shall make teamwork more effective as employees turn to one another rather than depending on the supervisors always, as is the case existing in the company. Once the change is initiated, the managers can focus more time on planning rather than dealing with other details. In addition, the use of the matrix structure results to cross-functional integration, which creates lateral communication channels not available in the classical bureaucratic form of organization, improves communication among different departments and projects by forcing managers to maintain close contact with all organizational groups, and creates self-contained task teams focused on a specific, finite project (1992). In this regard, it can be perceived that this form of organizational structure would be able to provide solutions to the problems in terms of the structure of the organization, as it creates more channels for communication, facilitates for communication that is more inter-departmental and coordination


Another intervention or method in Organizational Development that can be used to improve the cultural dimension of the company is the use of Group Interventions. This type of intervention is aimed at increasing the effectiveness of work groups, and includes focus groups (2006). Group interventions provide an efficient complement to more prevalent individual and consultative approaches (1993). Through group interventions such as focus groups, group discussions and other group activities, the organization would be able to practice facilitating communication that is more effective, cooperation, and coordination among the members of a specific group, and reduction of conflicts. Group interventions are interrelated to another type of method in Organizational Development, which include Intergroup Interventions. If group interventions focus on the communication and conflict management within a specific group, Intergroup interventions focus on facilitating effective communication and conflict management among different groups. The last method or intervention that can be used is the Organizational Interventions, which uses system-wide interventions, using predominantly survey feedback and structural intervention mechanisms
 
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