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Creating An Innovative Organization
SITARA Continuing Education Points: 1 point
TUTORIAL DURATION : 1 Days
PREREQUISITES: Understanding the CMM & People Issues in SEI-CMM Implementation
TUTORIAL
OBJECTIVES:
Factors that influence the
creation of an innovative software organization will be described
In depth understanding of applying the PCMM and SW-CMM to
innovative organizations would be
described.
ABSTRACT:
The
energy behind an innovative organization can virtually be felt! Higher the
degree to which this energy is perceived, better are the chances of
creating an innovative organization. A few of the hallmarks of an
innovative organization can be summarized as follows.
People have high self-esteem
and are highly geared to accept responsibilities.
Not only does everybody think
about what they do, but they think about how they do and make the
day-to-day
changes that are necessary for optimal performance.
An innovative organization is
oriented to continuous exploration of best practices by forcing a change
when
things get too comfortable.
Ideas that have business value
are often actively sought by the organization and rewarded suitably.
Innovative organizations look
at problems as opportunities and tend to profit from their problems by
building
adequate solutions.
They capitalize on their crises
by thinking about possibilities.
Have strong, visionary leaders
who can communicate their dreams to high energy teams who work with a
sense of urgency to get things accomplished.
It is okay to fail is their
motto. Failure is often encouraged and not discouraged. Both successes and
failures are
discussed openly so that everybody else in the organization can capitalize
on them.
These and many more will be explored in the tutorial giving a good idea of
how to build vibrant innovative organizations. Application
of the concepts of “The Fifth Discipline” by Peter M. Senge, as an
effective leverage tool to exploit the benefits from implementing the
People-CMM and Software-CMM frameworks in learning organizations is
examined in a holistic manner. Peter Senge’s seminal work is coupled
with field experiences from implementing the Software Capability Maturity
Model (SW-CMM) and People Capability Maturity Model (P-CMM) frameworks in
leading multinationals to provide insights into how to create and sustain
a successful process culture.