Epilogue 1

The uncertain world presents value challenges. In the pre-industrial era, most companies, lacking in elaborate management, were more intent on capturing value (“Epilogue 1” 166). Comparatively, companies these days find that creating value is a more sustainable way of running a business. Despite there being a lot of frameworks and processes designed to create value, most organizations still have to contend with a rapidly-changing environment.In the present world, consumers are more empowered, and competition increasingly becomes stiffer. In the wake of value uncertainty, the management must be equipped with the necessary skills to run an organization effectively. Equally important, innovation should be instituted in every management practice because it guarantees that the company will not only survive in an uncertain world but create and maintain value. Value uncertainty is a problem that plagues firms given the complex environments that businesses operate.

Behavioral innovation is the key to transformation. Behavioral innovation is the key to understanding and reshaping how organizations and people think about innovation (169). Behavioral innovation focuses on the psychological and neurological micro-processes that a person accomplishes because they feel and act. Henceforth, studying these activities helps determine how innovative a person is and whether it is possible to change the innovation process in an individual. By drawing on from multiple fields like psychology, it is possible to understand what motivates innovation in people. Given the potential of behavioral change, it is vital that organizations embrace understanding body processes as it would benefit not only the worker but the company at large. Again, it does not discount the findings like psychology, and so will not mean drastic changes to the approach of innovation. Behavioral innovation is essential as it illuminates the neurological and psychological procedures involved in innovation, which would better organizational performance.

Correspondingly, the innovation process is better understood through behavioral innovation. As already mentioned, understanding how one’s brain works will aid firms in bettering their production. Instead of asking workers to innovate as is the current practice, it would be easier to confront issues like cognitive biases that impede innovation (170). Moreover, it will be possible to understand why people commit to certain innovation products. Although the studies are inconclusive, behavioral innovation insists that understanding such characteristics will help predict employee and customer behavior. Similarly, companies will have the capacity to govern innovation (172). Governing innovation means that businesses can determine which changes will be beneficial in the future and which ones are unrealistic. In effect, effort and resources will be geared toward projects that would yield benefits to the firm. The benefits of behavioral innovations are so significant in relation to customer and employee behavior that companies should not ignore these critical findings. Evidently, behavioral innovation is imperative in predicting employee behavior and regulating the innovation process in firms.

To achieve grand visions, companies need to employ new techniques for doing things. Having new working tools helps workers to envision possibilities in their work (25). The existing frameworks should be tailored to make the innovation process easier for workers. Conversely, the workers should not rely on techniques that in the past had worked for the successful organization as they may not result in innovative change. New techniques would guarantee organizational success as the workers are given more freedom to innovate and processes are tailored to meet their needs.

Epilogue 2

Epilogue 2 is more thorough in addressing behavioral innovation. In the article, the transformational change is described by first analyzing the problems that make transformational change difficult in people. Apparently, humans are linear thinkers who assume that the future would resemble the present (Furr 1). The text includes innovationsteps that include envisioning the future using strategic narrative, breaking down bottlenecks, and using KPIs to navigate unknown territories (Furr 1). In analyzing behavioral innovation, the text is more comprehensive than epilogue 1, by detailing the barriers and solutions to transformational change.

By comparison, epilogue 2 has more details on strategic narrative and use of science fiction. Furr (1) highlights the steps that can assist organizations to envision their future. Firstly, companies should create their vision. The vision should be written down in bullet points for simplicity. Next, companies should adopt sci-fi tools to be free from incremental thinking, which hampers innovation. The text vividly explains the value of science fiction to companies in innovation.

Artifacts aid in overcoming decision bottlenecks. Organizations should begin by understanding the nature of the firm that they want. After that, they should evaluate the informal and formal decision-making processes in the firm (Furr 2). To ensure that the decision-making processes are successful, the company should incorporate indicators and measurement tools. Artifacts enable a company to ease its operations and monitor progress.

Works Cited

Epilogue 1. Epilogue: Behavioral Innovation Manifesto. (n.d). Course text.

Furr, Nathan. It’s Time for a Behavioural Revolution in Innovation. INSTEAD, the business school of the world, 19^, Jan. 2019, https://knowledge.insead.edu/strategy/its-time-for-a-behavioural-revolution-in-innovation-10781

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