netrashetty
Netra Shetty
Organisational Structure of Limited Brands : Limited Brands (formerly known as The Limited, Inc.) is an American apparel company based in Columbus, Ohio. In 2009 it reported 9.04 billion dollars in revenue for the last fiscal year
CEO
Leslie Wexner
Director
William Loomis
Director
Jeffrey Swartz
Director
Dennis Hersch
Director
Jeffrey Miro
Director
Donna James
Director
James Heskett
Director
Allan Tessler
Director
Abigail Wexner
Director
David Kollat
Director
Raymond Zimmerman
BathBody Works
DN
CFO
Stuart Burgdoerfer
Business Integration
PH
Administration
Martyn Redgrave
Human Resources
JR
International
MW
Victoria's Secret Megabrand ...
ST
Creativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation.
There are other useful definitions in this field, for example, creativity can be defined as consisting of a number of ideas, a number of diverse ideas and a number of novel ideas.
There are distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development and commercialisation. Whilst there is no sure fire route to commercial success, these processes improve the probability that good ideas will be generated and selected and that investment in developing and commercialising those ideas will not be wasted.
Organizational Structure
Reality tells us that there are many reasons why an organisation's structure has its shape (logistics, organic growth, history, size, market share, future strategy) and is, like organisational culture, not easily changed or restructured. Often, there are valid reasons not to make structural adjustments at all.
Thus leaders require, not recommendations for complete restructure, but knowledge of fostering properties that can be easily adapted into the existing structure. This fits with research that indicates that people who generate ideas on a regular basis find structure to be unimportant as long as some criteria are met. A few of these include:
a) Direct access to decision makers - provides fast feedback and immediate go or kill decisions.
b) Short lines of communication - if communication gets filtered there is a loss of momentum and corresponding loss of control.
c) Tangible progression - if ideas are not picked up at all, motivation suffers.
In fact, a huge number of other issues ought to be considered.
These and other topics are covered in depth in the MBA dissertation on Managing Creativity & Innovation, which can be purchased (along with a Creativity and Innovation DIY Audit, Good Idea Generator Software and Power Point Presentation) from http://www.managing-creativity.com/
You can also receive a regular, free newsletter by entering your email address at this site.
You are free to reproduce this article as long as no changes are made and the author's name and site URL are retained.
CEO
Leslie Wexner
Director
William Loomis
Director
Jeffrey Swartz
Director
Dennis Hersch
Director
Jeffrey Miro
Director
Donna James
Director
James Heskett
Director
Allan Tessler
Director
Abigail Wexner
Director
David Kollat
Director
Raymond Zimmerman
BathBody Works
DN
CFO
Stuart Burgdoerfer
Business Integration
PH
Administration
Martyn Redgrave
Human Resources
JR
International
MW
Victoria's Secret Megabrand ...
ST
Creativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation.
There are other useful definitions in this field, for example, creativity can be defined as consisting of a number of ideas, a number of diverse ideas and a number of novel ideas.
There are distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development and commercialisation. Whilst there is no sure fire route to commercial success, these processes improve the probability that good ideas will be generated and selected and that investment in developing and commercialising those ideas will not be wasted.
Organizational Structure
Reality tells us that there are many reasons why an organisation's structure has its shape (logistics, organic growth, history, size, market share, future strategy) and is, like organisational culture, not easily changed or restructured. Often, there are valid reasons not to make structural adjustments at all.
Thus leaders require, not recommendations for complete restructure, but knowledge of fostering properties that can be easily adapted into the existing structure. This fits with research that indicates that people who generate ideas on a regular basis find structure to be unimportant as long as some criteria are met. A few of these include:
a) Direct access to decision makers - provides fast feedback and immediate go or kill decisions.
b) Short lines of communication - if communication gets filtered there is a loss of momentum and corresponding loss of control.
c) Tangible progression - if ideas are not picked up at all, motivation suffers.
In fact, a huge number of other issues ought to be considered.
These and other topics are covered in depth in the MBA dissertation on Managing Creativity & Innovation, which can be purchased (along with a Creativity and Innovation DIY Audit, Good Idea Generator Software and Power Point Presentation) from http://www.managing-creativity.com/
You can also receive a regular, free newsletter by entering your email address at this site.
You are free to reproduce this article as long as no changes are made and the author's name and site URL are retained.
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