Innovation Presentation, business and finance homework help

• The resources provided here are optional and support the assessment. They provide helpful information about the topics. You may use other resources of your choice to prepare for this assessment; however, you will need to ensure that they are appropriate, credible, and valid. The MBA-FP6006 – Leading Innovation in the Global Organization Library Guide can help direct your research. The Supplemental Resources and Research Resources, both linked from the left navigation menu in your courseroom, provide additional resources to help support you.
  

  Leadership for Change and Innovation

  The following resources provide information about leadership for change and innovation.

  • Crenshaw, J. T., & Yoder-Wise, P. S. (2013). Creating an environment for innovation: The risk-taking leadershipcompetency. Nurse Leader, 11(1), 24–27.
  • Denison, D. R., Hoijberg, R., & Lane, N. (2012). Leading culture change in global organizations: Aligning culture andstrategy. San Francisco, CA: Jossey-Bass.
    • Chapter 8.

  Presentations

  The following resources provide information about presentations and using storytelling in presentations.

  • Khosla Ventures. (2014). The unbreakable laws of storytelling [Video]. Retrieved from
  • Sykes, M. R., Malik, A. N., & West, M. D. (2013). Stories that move mountains: Storytelling and visual design for persuasive presentations. Hoboken, NJ: Wiley.

• Assessment Instructions

  Note: The assessments in this course build upon one another and should be completed in sequence.

  Overview

  In this course, you have explored three areas as they relate to corporate innovation:

  • Contemporary leadership practices and models that support innovation.
  • Personal skills and leadership practices that drive innovation and the creation of innovative organizations.
  • Models of innovation and change management that leaders use to create a culture of innovation.

  This final assessment challenges you to integrate these concepts while focusing how to begin down the path of creating an innovative culture in your company.

  Course Scenario

  Your germ of an idea that started with a simple question at the global leadership conference is now in full bloom. You have researched leadership principles and models, assessed your own leadership and innovative aptitudes, and analyzed both Design Thinking and a change management model.Assume that you have approached leadership with your stated enthusiasm for introducing an innovative mentality into the company’s culture, and that they were supportive and have asked you to present your findings to the company.You know your content and message must tell a story that includes an analysis of innovative leadership practices, models of innovation, and a profile of a successful leader in the same or similar industry. It needs to provide real-world examples and hint at a path for ushering a culture of innovation at the company.Finally, you know that acceptance of your idea is one thing, but you want your leadership to consider you for the job of further promoting innovative thinking and practices in your organization. So, you want to include an appraisal of your leadership and innovation abilities to do the job.During a subsequent meeting with leadership to discuss the details of how you will share your findings, a division head suggests that you be given an hour slot at the next annual meeting where you can give a PowerPoint presentation on your research. You may also invite a guest speaker (preferably one that you profiled). Another senior manager quips, “That doesn’t sound terribly innovative to me.” They both turn to you for your opinion; you hesitate before responding, knowing that your answer had better be supported by the leadership practices, models, and examples that you extolled in your presentation. You also know that this opportunity is a part of a shifting organizational culture, so it should probably be vetted through a change management model. You ask for a bit of time to consider the plan to present at the annual meeting…

  Directions

  Note: Be sure to read the Overview and Course Scenario above.

  Part 1: The Message

  Consider the Design Thinking Process as you create a presentation (in a form of your choosing; make sure you describe how it will be done—PowerPoint with speech, play, video, et cetera) for an internal company audience that highlights leadership practices and models that have fostered a culture of innovation in a competitor or a company from a similar industry (profile a different leader and company from the first assessment in this course). The goal is to inform your audience and to show how these practices, principles, and models can be applied to your company. (Make sure to describe any assumptions or include any details about your company that will help to clarify or support your analysis below.)Your presentation should:

  • Analyze the practices of an innovative leader in the same or similar industry as your company. Include lessons learned that are applicable to your company and why or how they apply.
  • Analyze a model of innovation that is suitable for your company to adopt and why it is appropriate. It should allow an audience to visualize a path to being more innovative.

  Part 2: Presenting the Plan and Yourself

  Do the following in a 2–3-page document to leadership, notifying them of your analysis of the plan to present at the annual conference:Analyze the innovative merits of the plan to present at the annual conference using the innovation principles and models you have examined in this course. Reference each of the bulleted items below in your analysis. For instance, you might consider questions such as the following: “Do models of innovation support this idea? Where does it fall short?” or, “Would this be a practice of an innovative leader? or, “Would Design Thinking suggest this idea?” or, “Is this something that would be consistent with a change model?”

  • Effective practices of innovative leaders.
  • Models of innovation.
  • Design Thinking or the change model you chose to consider in Assessment 4.

  At the end of the document, it is your chance to sell yourself as an agent of change for the company. Consider your self-analysis from Assessment 2, as well as any subsequent introspection, and assess your abilities to be successful as the presenter and as a leader of cultural change in the company.

  Additional Requirements

  • Length: Presentation as appropriate to fully convey the analysis; Part 2 document: 2–3 pages double-spaced.
  • Font: 12 point, Times New Roman.
  • References: Minimum of 3–5 references, using current APA style and formatting

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