Nov 03, 2021 Uncategorized

Drivers of Innovation Assignment at an Affordable Cost


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Part One: Drivers of Innovation (1 page)

Innovation is the key to business growth and competitive advantage.  As such, we must create conditions in which innovation can strive in organizations. A starting point is to explore the different drivers that provide opportunities to enhance innovation. According to Kim E. Ruyle, The Real Drivers of Innovation are experts. Why do you agree or disagree with Ruyle’s assertion? Identify the internal and external drivers of innovation for your current organization or a past organization. Analyze their effectiveness in driving innovation in your organization. Use examples to support your assertion (note: I currently work in Information Technology for a University).

Part Two: Drivers of Innovation – Respond to students

Based on the student responses below and the assignment above, compare and contrast your organization’s drivers of innovation with theirs and explore the effectiveness of their organization drivers. Please write in 1st person, as if you are speaking directly to the student!

Student Response #1 (1/2 page):

“Yes, I agree that experts drive innovation depending on how the term expert is defined.  At one of my previous employers, feedback from customers and employees was valued.  It was common for announcements about new products or new procedures to be prefaced with, “You talked, we listened.” They honestly felt that they had more success when they did what people wanted them to do to the extent possible.  They expected the employees whose jobs entailed interacting with customers on a daily basis to use their interactions to find out what customers really wanted and to forward this information through conversation with management, surveys and an employee suggestion box.

If the term “expert” is used to refer to someone who understands the customer and interacts with the customer regularly, I agree that experts drive innovation.  The people who interact with customers the most are usually not the most powerful people in a company’s hierarchy; in fact, the reverse is often the case.  The less an individual interacts with the customer, the more senior their role tends to be.  Those who interact with customers the most are the most likely to know what customers want.  Consequently, organizations with a strong sense of equality are also the most innovative (Shook, 2019).

Internal drivers of innovation at this employer included pressure from management and a desire to please the customer.  An external driver of innovation included the amount of competition in the area, since customers could find businesses in the same industry within a very close radius. All of these drivers were very effective, as they resulted in the aforementioned procedures and in changes to the customer experience that were a direct of customer and employee feedback.”

Student Response #2 (1/2 page):

“I agree with Ruyle and his theory in the fact that innovating is both thinking and doing.  The things we project to work can’t be relied on until they are shown proven by working.   It is simply about the follow through.  I have always used the saying ” knowledge is power”.  And it makes sense if you really think about it.  So when Ruyle states that deep expertise is one of the best paths for innovation I have to agree with him.  Someone that really isn’t experienced in what they are doing will be able to come up with great ways to make a process or organization better.  It takes time and the ” know how” to do those type of things.

I have had the pleasure of being around experts within their certain fields.  And you start to notice how talented they are at seeing things within a process that others simply just can’t.   To me experts are driven different then someone else that is just trying to simply get the job done.  They analyze differently and are projected to notice things before they fall or head in the wrong direction.

In my type of role within my organization I thrive to have experts within certain areas.  As a manager I can’t do a vast majority of the things that the employees who I am fortunate to have working for me can.  Therefore, it is important for me to try to put the expert type of individuals in the correct roles so we can continue to have continues measurable improvement.   These are the types of individuals that I would like to have share their ideas and thoughts on who we can make things better.  They know what they are looking for and how to fix it.  They become passionate about their goal at hand, and they know better than anyone how it can be fixed.  They are motivated to make their jobs easier or make better products.”

Student Response #3 (1/2 page):

“Ruyle (2014) asserts that the key to success is expertise in The Real Drivers of Innovation. This is something I can’t completely agree on. Experts generally have knowledge in particular areas while innovation has to deal with fundamentals such as “new” and “creativity”. A favorite saying that varies depending on who you quote is, “perception is reality”. An expert may perceive one reality while an onlooker has a completely different perception. If an expert was truly albeit of innovation, then there would be no need for teams of individuals to work towards a solution. A single perception would be enough to culture creative innovation.

For example, I have worked in a few talent acquisition organizations. One of which were solely driven by antiquated ideologies like, the best way to build a funnel was to contact as many people as possible, ask for referrals and follow a strict guidance of how to generate leads. The majority of leadership within the organization believed that what worked in the past would continue to work, regardless of time. This, we know, isn’t the truth. Internal drivers of innovation were from the need to expand beyond the legacy role of talent acquisition into the modern age. This was fed by external drivers of innovation being the ever-evolving technology of today that changes the way people communicate and react to forms of communication. Once the organization began reaching into social platforms and evolving with technology, it was an obvious change in not only achieving mission goals, but a change in perceived morale for employees. Still, the organization persisted that strict guidance be placed on the amount of time spent for varying prospecting methods so that the antiquated devices they were familiar with remained the forefront of use. This is part of the “expert” or “in the box” thinking that I disagree with. Just because something works during one period of time, will not mean that it will hold true for all time. Perception and technology are ever evolving. Adaptation is centric to success and innovation in adaptation are parallel to effective communication with your target audience. The ability of innovation can be influenced by experts, but I wouldn’t fully agree that experts are best equipped to handle innovation on their own.”

Student Response #4 (1/2 page):

“We all agree the innovation if critical to any organization. It is how innovation is used and measured within the organization that determines the worth and growth of the organization. The reading had great points in which I agree with and one of them is using subject matter experts in order to build the department and create the best innovative ideas. The best example in an organization is that you would not have an Infantry Soldier in the US Army brief a commander on Intel of enemy troop movements. The organization trains infantry Soldiers to perform a specific task while they train an Intel Soldier to perform another task. This also applies to any organization. Another great item within the reading is having the subject matter experts venture away from their area of expertise to gain knowledge that might open the path for a new innovation and/or help overcome a read block from an innovative idea that they have been working. The hardest part of highly intelligent people is to have them share their ideas and/or teach and coach others in their specific subject area. As stated in the reading a lot of experts want to remain experts in that subject in which they hold others down from reaching the same level. A good way to help build this process is to start small and have them talk to other experts in other subject areas. This will show the expert that there are equals in other areas outside of theirs and help talk to experts that have similar intellectual knowledge. To further push this point with he experts show them that they may need help with a project and another view point to help them accomplish their innovation. These are the best ways to help intellectual people teach/coach/mentor others to better their career field.”

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