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Introduction
Management is defined as working through and with people in order to achieve the organizations’ and members’ objectives. On the other hand, innovation refers to practices or technologies that are freshly introduced to a given society. These practices and technologies find their way in the society or economy. There are seven main characteristics of a successful innovation partnership. However, only two characteristics that are relevant knowledge and trust confirm to be very essential for any successful innovation.
Relevant Knowledge
According to Heskett, various scholars advocate for the need of the managers’ knowledge in the innovation process. For example, if the partnership lacks a specified strategy that will guide the corporation in attaining its goals, then the partnership can be misguided.
In addition, a top manager should come up with a clear guide for the whole process of attaining organizational goals, which requires him or her to use relevant knowledge related to planning and strategy. In this guide, the manager should cite open and direct reasons that clearly relate to a particular vision. Furthermore, the manager should be in a position to create relevant teams which will assist him or her to achieve the organization’s goals.
In most cases, before starting any innovation, organizations consider training and experience of employees as one of the qualifications. It is important because it ensures that employees are familiar with the innovational principles. Fortunately, a successful innovation requires the employees to have related skills about the product and the organizational layout. The partners should have studied organizational learning, which emphasizes the significance of activities that motivate outward focus.
For instance, trained employees will be able to outsource new information for the company. Therefore, when recruiting one, a manager should consider the appropriate knowledge required for innovation in the organization.
Employees with relevant knowledge in the business are able to share their ideas as they relate to the organization’s environment, enhance motivation, and provide the required solutions at every point of the innovation process. In addition, the employees will be able to take risks and communicate effectively (Henry 31-32). Therefore, the knowledge of partners plays a major role in aligning the roles of the employees to the emerging innovative needs in the organization.
Trust
Each partner should be willing to focus on the needs of other people rather than being egocentric. As one of the main roles of a good leadership innovation, the manager should create an open environment based on trust. This allows each member of the corporation to freely express his or her opinions or views without the fear of reprisal or ridicule.
Furthermore, due to the extending chain of activities and a competitive business environment, organizations find themselves facing several new challenges. Such challenges require the top managers to step up their leadership strategies, innovation and creativity. In order to implement such innovation and drive its strategy, these managers or partners should coordinate with their employees in order to attain expected results.
In most cases, senior leaders attain a great innovative goal through fostering collaboration, developing the climate for change, overcoming the culture roadblocks, supporting risk taking, and recognizing accomplishments. This works effectively where the entire success is based on the human capital and if there is trust between the management and workers (Hajdini 10).
Conclusion
Among the seven great characteristics of a successful and innovative partnership, only trust and relevant knowledge are the most crucial and essential, because research shows that trust and knowledge tend to be the basis for all the other characteristics. For example, employees with relevant knowledge can also depict other traits such as motivation and develop stronger communication channels.
Works Cited
Hajdini, Ilir. Innovation Management: The leadership role of the CEO, Munich: Grin Verlag. 2009. Print.
Henry, Jane. Creative Management and Development, New Delhi: The Open University. 2006. Print.
Heskett, Jim. “What Is Management’s Role in Innovation?” Harvard Business School. 2007. Web.
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