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Group6 Section-B OSD (3M)

This document outlines the key reasons an innovative firm is successful. It discusses the firm's systems which do not limit ideas, its style which trusts young employees with responsibility, and its structure which is natural with no defined boundaries. The firm's strategy is to continuously innovate and encourage employees to create new products, driving growth. Staff are hired and allowed to do their jobs in their own way, while skill is leveraged across fields and shared values include autonomy, innovation, and entrepreneurship.

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Gaurav Dani
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27 views

Group6 Section-B OSD (3M)

This document outlines the key reasons an innovative firm is successful. It discusses the firm's systems which do not limit ideas, its style which trusts young employees with responsibility, and its structure which is natural with no defined boundaries. The firm's strategy is to continuously innovate and encourage employees to create new products, driving growth. Staff are hired and allowed to do their jobs in their own way, while skill is leveraged across fields and shared values include autonomy, innovation, and entrepreneurship.

Uploaded by

Gaurav Dani
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Reason for being an Innovative Firm

Systems
Does not limit production based on potential market size.. Value systems analyses the proposals and doesnt limit the kind of ideas or products that come through. The reward system promotes team cohesion within the team

Style
Youngsters are trusted with responsibility and insured with job security Projects are assigned to executive champion / master champions as their assistance become vital to the upcoming projects.

Structure
Physical Structure only only on paper but irrelevant otherwise , due to the success achieved Organizational structure is natural / no defined boundaries.

Strategy
There continuous perseverance to innovate & encouraging its employees to produce new products drives their wholesome (finance + market share) growth. Complete autonomy during the design stage fosters innovation and facilitates decision making. Autonomic behavior is also facilitated when people are asked to volunteer than being thrusted upon a project.

Staff
As expressed by the owners ,"Hire good people and let them do their job in their own ways. And tolerate mistakes." Networking/ Relationships are encouraged.

Skill
For a company which specialises in 42 fields hones (leveraging their experience) the skill to apply the learnings of one field to another.

Shared Values
Role Models and accepting failure Shared values are centered at autonomy, innovation, individual initiative, and entrepreneurship.

Devyani Rai(2011076), Gaurav Kumar Dani (2011078), Piyush Sharoff(2011097), Sanmeet Singh Walia(2011105), Pronit Kakati(2011101),Ashish Mittal(2011071)

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