Knowledge, Innovation and Development
Written by: Kuropatkina Serafima
( Kuropatkina S.N.
Moving into the future
Knowledge is the thing that makes a difference. It is matter of being
better informed than the others, getting ideas before the others, - these
are the things that allow some companies to take off and remain leaders for
a long time. In the past knowledge and innovations didn't play an important
role in company management. The impact of these factors on the competition
wasn't very big and obvious. From the second half of 19th century
industries and management started to develop rapidly and by the end of 20th
century inventions have penetrated all spheres of production, business and
human life in general. Competition has dramatically increased, creating the
necessity for each company to improve and develop constantly. We are moving
into the future where it is not possible to win the game using traditional
methods. This proves a need of a separate structure within each company
that would deal with existing knowledge, innovative ideas, development of
production process and working life. It is essential to design a completely
new department. Let’s call it - the department of Knowledge, Innovation and
Development (KID). This system also will allow the company to avoid high
opportunity costs of not doing some improvements which could reduce costs
and give rise to profits. Let's take a close look on the KID department,
its functions and structure.
The department of Knowledge, Innovation and Development (KID)
1 KID's functions
The general functions of the KID are:
to solve different problems that come up in a company using known methods
or new ideas of the employees;
to constantly develop company's production cycle and products
to give aid to all departments concerning possible improvement and
elimination of drawbacks
In order to fulfill its general functions KID will carry out the following
receiving fresh ideas or problems from staff of different departments
selecting the most useful and relevant ideas and checking the existence of
developing ideas and problem solutions (if needed) to level required for
making the final decision in cooperation with the department(s) involved
implementing the developed idea
controlling the implementation process, altering if necessary
evaluating the outcome, calculating financial results
rewarding the idea maker
changing the corporate culture and working environment towards creativity
and innovation values.
2 Structure of the KID department
In correspondence with its main activities the KID should consist of the
1) gathering and filtering department (organizes research, selects ideas,
checks the relevance of problems, responds to idea proposers and
2) developing department (works out solutions to problems pointed out by
employees or customers, invites authors of good ideas for closer
3) executive department (plans, runs, controls implementation process,
negotiates with other departments)
4) social relations department (deals with motivation, awards, customer
relations and different social activities)
At first the department 2) should closely cooperate with present R&D. In
the future R&D can become subject to 2).
How to create a KID?
Creation of KID must be supported on the highest level of management.
Without this nothing can happen.
1 Preliminary activities
First we must analyze how innovative is the company. How often changes take
place. Who proposes them. How do workers feel about sharing the ideas. Do
their ideas get attention? This will show the present situation and allow
us to estimate the how much time and resources KID creation will take.
Next step is to introduce to everyone in the company the new department, to
explain its purpose and functions, to show how the company and every single
employee will benefit from it.
Then allocate the people and resources and create the department itself.
For the beginning KID can be formed with existing managers and experts. But
when many companies are going to be using similar systems they will need
specially trained workers. Faculties should be designed in universities and
colleges teaching students to deal with new ideas and to use existing
theories and experience of preceding generations in order to solve
problems and develop their company.
2 Designing information flows
As a part of organization’s information system we must work out a
mechanism of idea and problem flow from the employees and customers to the
KID. Among the numerous motivation theories there are theory X and theory
Y. X suggests that the worker is passive and needs to be closely controlled
and forced in order to get results. Y - the worker is creative and eager to
work. He just needs proper conditions to show himself. I went further. I
believe that there are two types of workers in the company - X and Y,
active and passive. That's why the KID needs two approaches. For example:
open entry - every worker can come to the gathering department directly or
put his ideas in written form into special bins that would be available at
his working place. This way the employees will be able to express their
thoughts at any desired time;
obligatory interviewing - from time to time KID will give out to workers
questioners which they must fill. These could consist of the following
"Have you noticed any problems concerning the work of your department? Have
you any suggestions on how to solve them?"
"Is there anything you'd like to improve in your department and in the
whole company? How (your suggestions)?"
"How do you feel about our company’s products (services)? How can they be
developed or improved?" Etc.
The interviewing should be carried out at all departments, but not at the
same time. This will allow to avoid conjunction at the gathering and
Motivation of the workers. We must estimate the level of actual needs of
employees and develop a mechanism of motivation universal for every worker.
There can be many motivating factors. They depend on the economic
conditions in the country, standards of living and financial situation in
the company. Money, job promotion, board of honor, competition of ideas
with prizes, etc. Motivation through corporate culture is also required. We
can put posters in often visited places. Posters may say:
"By participating the KID's activities you will help your company, improve
your work and life!"
"Be company patriotic!"
"Be a perfectionist. Spot a problem - tell the KID about it!"
"Give us ideas because nobody knows your work better then you!"
4 Cooperation with experts
We need to organize cooperation with specialists. It isn't useful to have
our own staff of experts because:
they will not always be logged with work and this will produce extra costs
they will soon become useless because they will be drawn away from current
work of their departments.
We also must investigate whom we can rely on. Not all experts innovative
and understand the necessity of change. Cooperation with KID will be part
of responsibilities of those experts who work with it.
Organize cooperation with management of different departments. An order to
implement any idea must come directly from the management of the department
5 KID's position within the company
The scheme of KID's position in the company can look like this:
Kid provides each department with its services. Department in return
provide KID with some information, resources etc. The connections are:
1. Marketing department provides information received from different
marketing research. Specifies the situation on the market. Gives feedback
on KID's activities (have the sales increased? how much?)
1. Production department gives feedback on KID's activities (has
productivity increased? how much?)
1. Human resource administration cooperates with KID closely. Helps it
1. Financial department provides KID with money for all activities (within
the budget of course). Gives feedback on KID's activities (financial
results figures, information about changes in costs and revenues).
1. Customers give KID valuable feedback about products and services.
1. Employees give KID ideas, cooperate with it and receive rewards for
1. Experts work with KID on specific problems.
6 Control functions of the KID
If the innovation is complex we must monitor closely the field of
implementation and if problems occur - take care of them immediately.
Collect feedback from all people related concerning the results. Taking
action if necessary. Remember that no change comes without negative
response. Calculate results (based on financial information, information
about productivity and costs, etc.). Reward the idea author depending on
these figures. Tell everyone about this "great man, who helped to the
company so much".
7 Customer relations
Customer feedback must also come to the KID, not marketing department.
Marketing department doesn’t have direct stimulus to analyze information
related to other departments. It might have difficulties making changes in
other departments due to lack of power.
The KID system is not of course ideal. It is just a draft, an idea of what
could be developed into a universal model. But as I see it - every company
that wants to succeed in the coming high-tech future must start to develop
such a system as soon as possible.