BSS057-6 Corporate Innovation and Entrepreneurship Assignment Sample

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1.0 Introduction: BSS057-6 Corporate Innovation and Entrepreneurship

In the dynamic organizational landscape, corporate innovation and entrepreneurship enables the business to thrive the creative and innovative solutions to issues to enhance the competitiveness and continuous improvement. It is termed as a strategic sourcing method to embrace creativity and new ideas for the corporate, aims to retain and enhance market share. Fostering innovation in corporate entrepreneurship aims to develop opportunities and innovation, aims to drive growth in revenue turnover.

This assignment is based on the case study of Luton Council (LCC), officially Termed as Luton Borough Council. It is a local authority responsible for the governance and administration of the Luton Town, Bedfordshire. It offers diverse range of services to the businesses and residents related to education, housing, social services, transportation and infrastructure, environmental services and economic development. Moreover, it provides the services of wellbeing and heath and cultural and community services to the residents. Currently, Luton has faced complexities in managing its partners and council due to inappropriate structure and lack of leadership to ensure success of its corporate vision. Luton CC has a strategic innovative vision to establish a fair, healthy and sustainable town with the creation of inclusive economy that aims to deliver support to jobs, incomes and business growths. Along with that, Luton 2040 vision focuses on the improvement in wellbeing of population and aims to become a child friendly town.

In addition to that, Luton’s innovative vision aims to tackle the climate emergency with the promotion of healthier environment and sustainable growth of the town by facilitating support for the creation of empowered and strong community. This assignment discusses the council climate, leadership style and process of change management to ensure the completion of Luton 2040 vision. An effective leadership style is identified in this assignment to ensure the sustainable transformation in work culture in order to promote wellbeing and positive engagement of staff as the council transitions from the legacy of public sector bureaucracy to innovative transformation through adoption of effective leadership. Besides that, for the innovative transformation, process of change management is discusses to foster innovation and creativity within Luton.

Main Body

This detailed analysis of Luton CC’s entrepreneurial architecture and transformational leadership highlights the importance of innovation, change management, and cultural alignment in achieving the vision of Luton 2040. For students seeking high-quality guidance on similar topics, Assignment Help from Rapid Assignment Help provides expertly crafted solutions, ensuring comprehensive understanding and academic excellence in subjects like corporate innovation, leadership, and change management

2.0 Entrepreneurial Architecture analysis of Luton CC

The concept of Entrepreneurial Architecture defines strategic components such as leadership, strategies, structure and culture helps to work as a team (Purwanto, 2021). Currently, Luton has followed a legacy of public sector bureaucracy for the management of its employees. As a result, most of the managers do not understand to significance of sustaining innovation and creativity within Council. In addition, council struggles with the management issues related to challenging environment, limited management control and workload pressure, related to autonomy and flexibility. To navigate these challenges, Luton planned an innovative vision, d Luton 2040 for the effective mitigation of these challenges (Usman, 2020). This transformative vision of Luton 2040 aims to foster a fair and sustainable environment to ensure effective management of council and workforce. This innovative vision enables the council to transform its public sector bureaucracy into innovative transformation of leadership through adoption of strategic change management process to foster improved culture and innovation.

BSS057-6 Corporate Innovation and Entrepreneurship Assignment Sample

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In addition, Luton works with the system approach comprises of integral working with partners and communities with an aim to improve the outcomes (Sihite et al, 2020). This system approach of council has a strong partnership with VCS, faith and statutory education and business sectors. For example: Luton rising and Luton Town FC are the airport company owned by the council. Luton 2040 will need the executive council and corporate team of leadership to navigate the complex agenda and challenges. The present culture of the council is caring lead to high committed staff with strong personal connections with management and other employees (Budur, 2020). However, in order to facilitate innovation and creativity within council by acquiring new perspectives of working and learning from other and for the strategic development of capabilities and skills, Luton has aligned with the innovative leadership transformation to mitigate the housing issues faced by council.

Apart from that, it was identified that Luton was stretched and struggles with limited capacity, emerges as potential issue due to lack of sustainable work environment (Rahmatullah et al, 2022). To ensure the effective working system, more consideration will be required by the senior level towards cross-service area and corporate working to manage the issue of silo working. Apart from that, to foster the innovative change by vision of Luton 2040, council aims to implement the People strategy to ensure effective process of development and recruitment of employees while providing appropriate support to deliver the ambitions and priorities of Luton 2040. Moreover, for the effective application of the People’s strategy, the council focuses on creation of supportive culture with full of equality, inclusion and diversity by identifying the roles and responsibilities of individual workers while develops a share understanding and vision among staff with the implementation of appropriate leadership (Akdere and Egan, 2020).

2.1 Critical analysis of cultural and climate in Luton CC

The organizational culture at the organization is found to be rigid which has been impacting the practices of the company. By implementing a transformational leadership style significant support can be ensured in the organisational culture that led to fostering the culture of innovation. This leadership style is based on encouraging employees to provide innovative ideas and a culture of equality can be implemented. Organizational culture encompasses the beliefs, values and behaviours that shape the ways in which employees work in the organization (Rocklöv and Dubrow, 2020). Scott G Isaksson's model emphasises understanding employee’s opinion and issues which are hindering their growth. According to this model, an organization consists of a varied number of employees and all of them have diverse needs and this leads to creating a significant influence on the business (Skendžić et al, 2021). It is important to understand the requirements of employees and it becomes possible only when individual interaction with the employees has been developed. Therefore, in Luton CC's focus must be assured to understand the values and culture of each employee so that their needs can be fulfilled. Kurt Lewin’s change method consists of three aspects and those are Unfreezing, changing and refreezing.

The first stage unfreezing is concerned with the introduction of change and specifying its benefits to employees. In order to foster a culture of innovation it is important to communicate the benefits of change with employees (Errida and Lotfi, 2021). Therefore, Luton CC must do this and accordingly importance of change needs to be communicated. The next step aligns with the implementation of change, during this phase actual change needs to be implemented. However, it is important to analyse the needs and requirements of employees so that accordingly tasks can be allocated to them (Errida and Lotfi, 2021). The last is refreeze, which is associated with adopting the change and making it a part of organisational culture. Including transformation in organizational culture led to the development of significant support for Luton CC and further support can be ensured to employees.

Entrepreneurial Architecture refers to the concept that focuses on understanding the ways in which the overlapping components in an organization such as leadership, culture, structure and strategies can work together. Considering this concept, it can be said that, aligning leadership with culture can lead to provide significant outcomes for Luton CC. The company is focusing on adopting a transformational leadership style and this can result in fostering a culture of innovation as the employees can share their innovative ideas in the company. In this manner, significant support can be developed for the staff and company (Errida and Lotfi, 2021). Thus, it can be said that it is essential to consider the requirements of employees as it leads to developing significant support for subordinates and further motivates them to perform their task effectively. Henceforth, by focusing on this area, change can be implemented in a significant manner and accordingly, effective outcomes can be achieved.

2.1.1 Leadership approach within Luton CC for CI&E

Luton CC aims to adopt transformation style of leadership to foster corporate innovation and entrepreneurship (CI&E) within council. Cunningham et al, (2022) mentioned that transformational style of leadership focuses on transformation by encouraging motivation and inspiring employees through their intellectual simulation and idealized influence along with individual consideration. Besides that, this leadership approach encourages workforce to develop creative ideas to foster innovation within work environment. Santos-Vijande et al, (2022) stated that his leadership style is considered as effective as it helps to navigate challenges in effective manner with the creation of positive and supportive environment to sustain workforce within Luton CC.

Gomes et al, (2022) critically acclaimed that transformational approach to leadership is not effective for Luton CC has it already followed the public sector legacy of Bureaucracy. However, Luton CC explores the leadership components for the flexible and positive work culture to ensure the successful delivery of vision 2040 innovative plan. For example: with the implementation of transformational leadership, Luton CC strategic formulates decisions and handles complex issues in effective manner. Additionally, De Bernardi et al, (2020) evaluated that the transformational leadership ensures corporate innovation fostering new concepts and learning within management, leads to enhance skills and understanding of the workforce and partners. Moreover, this leadership approach facilitates support to the stakeholders with the creation of positive work environment to align the strategic council objectives with the vision 2040 (Ben Arfi and Hikkerova, 2021).

As per the view of Urbano et al, (2022) transformational leadership enables the Luton CC to foster corporate innovation and Entrepreneurship (CI&E) through creation of trust, culture of openness and strategic learning. This helps the council to effective implement its transformative innovation of vision 2040 in strategic manner by aligning the compelling and clear vision for sustainable future. Glinyanova et al, (2021) stated that this leadership approach aligns interest and values of the employees with the vision of Luton 2040 and people’s strategy to embrace change from beauracratic pattern into transformational leadership by fostering a strong and positive culture of autonomy, ownership and accountability. Urbaniec and Żur, (2021) mentioned that participative theory of leadership guides the Luton CC to take input of employees and others into consideration while implementing innovation and change related to strategic vision of Luton 2040. An effective leadership within Luton CC encourages contribution and participation from the council members to enhance their engagement towards the process of decision making (Boubakri et al, 2021). This will also leads to minimize the issue of flexibility, overwork and issue of silo working and destructive criticism.

In reference to the Gary P. Pisano model and Ambidexterity, transformational leadership enables foster corporate innovation and entrepreneurship through effective transformation in the management style of the council. Capgemini, (2023) stated that this model addresses the managerial issues and identifies appropriate measures to mitigate the issues of silos working, limited control of management and overwork pressure within Luton CC. this model emphasizes on the creation of innovative solutions and ideas within council to foster transformation and innovation. For example: Luton CC can implement the innovative method of flexible work hours to navigate the challenge related to work pressure and offers employees flexibility in working (Kuknor and Bhattacharya, 2022). This will results in active engagement of employees, leads to improve innovation and creativity along with the increased performance.

2.1.2 Leadership transformation for innovation within Luton CC

With the above analysis it is clear that for the implementation of the vision Luton 2040, it is necessary that the effective transformational leadership is implemented. It is due to the reason that when the leadership style will not be effective then it will be impacting the success of the council. So it is very important for the LCC that there must be effective compliance with the appropriate leadership style (Gomes et al, 2022). In case the leadership style will not be effective and helpful then it will be affecting the working capability and implementation of the change to a great extent. As per the view of Urbano et al, (2022) The compliance with the transformational leadership is very helpful for the council as it guides the leader well that how they can implement any kind of the change appropriately. In case the change will not be implemented well then the employees will not be happy in adapting to it. Thus, for the implementation of Luton Vision 2040 it is necessary that transformational leadership is applied very effectively (Boubakri et al, 2021). In case it will not be applied well then it will be hampering the working and success of the council.

Further by taking the help of Theresa Amabile model of creativity it is viewed that the implementing the creative solution is also very necessary for making it successful. In case the effective creative working will not be promoted then it will be affecting the overall working to a great extent. This model of creativity will be assisting Luton in working creatively and try to improve the working well (Ben Arfi and Hikkerova, 2021). It includes three different components which includes domain level, creativity relevant skills and also the task motivation. Thus, for the successful working of the council it is necessary that they comply with the effective type of the leadership and creativity so that the working can be improved. In case the new plan of vision Luton 2040 will be updated well then it will be fostering the overall working efficiency to a great extent.

2.1.3 Critical evaluation of effective change management process CI&E For Luton CC

The organisation is looking forward to undertaking a significant transformative innovation. Vision 2040 is concerned with promoting a fair and sustainable environment along with the implementation of transformational leadership. The new change will impact employees in the organisation and therefore, it is essential to undertake a specific change management procedure. Below is the description of the ways under which appropriate implication of change can be undertaken within Luton CC-

Jabri Model

Jabri’s change management model is considered as a systematic approach that focuses on implementing of new change within the business. Luton CC can use this model to execute change in the business. In accordance with this model, organisations need to diagnose the problem by identifying the root cause along with the opportunity. The company has disrupted the ecosystem and there is a need to implement a planned transformation programme and support (Weiner, 2020). This can be done by implementing sustainable practices. During this change, the new change must be communicated to the employees so that they can prepare themselves for adopting the new transformation (Weiner, 2020). After communicating new strategies with employees’ roles must be designed and varied types of experiments must be encouraged. This enables employees to learn about new aspects and further contributes to their growth as well. In Luton CC it is essential to communicate change and the importance of change with employees as they are the ones who will going to implement this.

Regular discussion must be undertaken with them so that their opinion can be known. Lastly, organisations must reinforce new behaviour so that employees can adopt the change. During this stage, employees need to start performing sustainable practices in accordance with the newly established change (Weiner, 2020). However, this change management method has limited scope as the method focuses on individual behaviour which might not be proven effective for teamwork. Furthermore, the model is complex and therefore, experts are required who can look upon the process.

Kaleidoscope model

This model is comprised of undertaking the visual representation of change so that assumptions can be developed and appropriate strategies can be implemented. By considering this change management model Luton CC needs to focus on certain areas such as; the current state of the organization, people, technology, processes, external events, rearrangement of shards and resulting state of the company (Suseno et al, 2023). The present status plays a pivotal role in determining whether the company will be able to achieve the target or not. Along with this, people, technology and other resources also play vital roles in determining the efficacy of the company to adopt the change. Vision 2040 is all about developing a fair and sustainable environment. Transformational leadership inspire employees to provide their opinions and innovative ideas which leads to enhancing the productivity of the business.

A visual representation of the change can be undertaken via this method which shows whether transformational leadership inspire employees or not. Furthermore, it can be analysed that up-to what extent sustainable practices are providing support to the company. Benefit of this model is that it acknowledges the human element (Kinicki and Williams, 2020). Thus, in the pursuit of change focus can be specified on employees as well. Change is unpredictable and therefore, the organization needs to have an adaptive environment so that uncertainties can be managed. This model provides greater flexibility therefore, Luton CC can prepare themselves to face the uncertainties as well. On the other hand, there are certain drawbacks of this model; it is based on visual presentation and therefore, no proper guidance has been given which makes it difficult for employees (Kinicki and Williams, 2020). Furthermore, it led to inadequate focus towards culture due to which employees in the company can get demotivated and their contribution towards developing a fair and sustainable agenda can be lacking in certain contexts.

Kotter 8 step process

This model is concerned with eight stages which are important to be considered for executing a significant change in the organization. Below mentioned is the description of the eight stages-

Developing a sense of urgency

By this stage, there is a need to develop an urgency for the implementation of change. The organization is lacking in performing sustainable practices thus, it is depicting the importance of adopting change in the organization.

Guiding coalition

For the implementation of innovative change in an effective way, Luton CC can require forming powerful guiding coalitions. For bringing a fair and sustainable environment as well as execution of transformational leadership, the chosen organization can be required to encourage its stakeholders to participate and make a commitment towards the whole process.

Building strategic vision

For the successful implementation of the innovative change, it is important for the companies to develop the vision and strategy in an effective way (Trawick and Carraher, 2023). To achieve this, Luton CC needs to identify its core values and describe ultimate strategies and vision in order to realise the change in its operation.

Communicating vision

For the implementation of change, it can be crucial for the chosen business to communicate the vision to all the stakeholders and other members who have significant contributions (Buzan and Whitehead, 2021). Connect the vision with all the significant aspects such as training, performance review etc.

Removing barriers

For creating a fair and sustainable environment as well as the implementation of transformational leadership it is important for the selected business to remove any barriers and also ensure the organizational structure and processes are in the right place and aligned with the overall organizational vision.

Celebrating short-term wins

For the successful implementation of innovation change, Luton CC needs to create short–term wins that can give a feeling of victory in the early phases. The chosen organization needs to emphasise creating various short-term goals rather than long-term which are accomplishable and have less chance of failure.

Sustaining change

Sustaining change is another significant stage of the model. For the effective implementation of innovation change, it is significant for the chosen business to build on change. To sustain the change the chosen organization needs to set ambitious goals and objectives that can develop exponential momentum upon accomplishment.

Instituting change

The final step of the change process is to institute the change in the overall operation. Luton CC is accountable for ensuring that the changes become a significant part of the organizational culture and visible in every aspect of the organization.

3.0 CONCLUSION

From the above assignment, it was concluded that corporate innovation and entrepreneurship assists the Luton CC to thrive towards innovative and creative solutions to mitigate issues related to silos working, lack of managerial control and poor decision making. Furthermore, it was identified that Luton CC follows the legacy of public sector bureaucracy due to which it struggles with the issues of limited flexibility and rigid structure. For the effective mitigate of these issues, Luton aimed towards innovative transformation with the formulation of strategic vision of Luton 2040 to navigate with these destructive criticism. To implement tis transformative vision of Luton 2040 and people’s strategy, transformational approach to leadership was considered as the suitable one to overcome the challenge of change resistance and risk avoidance.

Moreover, this leadership style aimed to foster innovation and creativity by encouraging and influencing workforce by aligning them towards the transformative vision. With the reference of Kaleidoscope model and Kotter’s change management model, the process of change management was implemented within Luton CC to bring new innovative and transformative culture of fair and sustainable work environment to enhance the competitiveness and continuous improvement. Besides that, Luton Borough Council developed a positive ad cultural supportive climate to bring innovation and creativity in order to support the Luton 2040 vision effectiveness.

4.0 RECOMMENDATIONS

• It has been recommended to Luton CC that it can establish a people plan for the transformational and innovative development of the council. This plan will contain the guidelines related to development and retentions of workforce along with their increased engagement (Kuknor and Bhattacharya, 2022). furthermore this plan will aims to reflect the strong innovative commitment of the council related to fostering creativity, inclusivity and diversity among workforce to enable sustainable change and transformation within work culture.
• It has been suggested to Luton CC can adopt the strategy of reward and recognition with an aim to foster creativity and innovation among employees. To ensure this, recognition and reward mechanism could be established to value and recognise people for their innovative and creative ideas for the promotion of diversified and sustainable work culture (Fuentes et al, 2021). for example: rewards related to gift cards, bonus, promotion, employee incentives, peer recognition and additional time off will be provided for the effective management of human resource within Luton CC.
• Luton CC can organise the training and development sessions for its employees to minimize their resistance towards the process of change management. Along with that, training and development programs will help them to enhance their skills and knowledge, leads to increase their innovative and creative skills (Bernstein et al, 2020). Transformation capacity of the internal mechanism will be improved with the training session, leads to drive change initiatives related to successful implementation of Vision 2040.

REFERENCES

Books and Journals

• Akdere, M. and Egan, T., 2020. Transformational leadership and human resource development: Linking employee learning, job satisfaction, and organizational performance. Human Resource Development Quarterly, 31(4), pp.393-421.
• Ben Arfi, W. and Hikkerova, L., 2021. Corporate entrepreneurship, product innovation, and knowledge conversion: the role of digital platforms. Small Business Economics, 56(3), pp.1191-1204.
• Bernstein, R.S., Bulger, M., Salipante, P. and Weisinger, J.Y., 2020. From diversity to inclusion to equity: A theory of generative interactions. Journal of Business Ethics, 167, pp.395-410.
• Boubakri, N., Chkir, I., Saadi, S. and Zhu, H., 2021. Does national culture affect corporate innovation? International evidence. Journal of Corporate Finance, 66, p.101847.
• Budur, T., 2020. Effectiveness of transformational leadership among different cultures. International Journal of Social Sciences & Educational Studies, 7(3), pp.119-129.
• Buzan, S. and Whitehead, M.T., 2021. Moving communication and collaboration online: making changes for home-based learning with Kotter’s 8-Step Process.
• Cunningham, J.A., Lehmann, E.E. and Menter, M., 2022. The organizational architecture of entrepreneurial universities across the stages of entrepreneurship: a conceptual framework. Small Business Economics, 59(1), pp.11-27.
• De Bernardi, P., Azucar, D., De Bernardi, P. and Azucar, D., 2020. Innovation and entrepreneurial ecosystems: structure, boundaries, and dynamics. Innovation in food ecosystems: Entrepreneurship for a sustainable future, pp.73-104.
• Errida, A. and Lotfi, B., 2021. The determinants of organizational change management success: Literature review and case study. International Journal of Engineering Business Management, 13, p.18479790211016273.
• Fuentes, M.A., Zelaya, D.G. and Madsen, J.W., 2021. Rethinking the course syllabus: Considerations for promoting equity, diversity, and inclusion. Teaching of Psychology, 48(1), pp.69-79.
• Glinyanova, M., Bouncken, R.B., Tiberius, V. and Cuenca Ballester, A.C., 2021. Five decades of corporate entrepreneurship research: measuring and mapping the field. International Entrepreneurship and Management Journal, pp.1-27.
• Gomes, G., Seman, L.O., Berndt, A.C. and Bogoni, N., 2022. The role of entrepreneurial orientation, organizational learning capability and service innovation in organizational performance. Revista de Gestão, 29(1), pp.39-54.
• Kinicki, A. and Williams, B.K., 2020. Management: A practical introduction. McGraw-Hill.
• Kuknor, S.C. and Bhattacharya, S., 2022. Inclusive leadership: new age leadership to foster organizational inclusion. European Journal of Training and Development, 46(9), pp.771-797.
• Purwanto, A., 2021. Leadership in the Innovation Era: Transactional or Transformational Style?. International Journal of Social and Management Studies (IJOSMAS).
• Rahmatullah, A., Ramdansyah, A.D., Kambara, R. and Haryadi, D., 2022. Improving organizational performance with organizational culture and transformational leadership through intervening organizational commitment variables. Dinasti International Journal Of Digital Business Management, 3(2), pp.180-194.
• Rocklöv, J. and Dubrow, R., 2020. Climate change: an enduring challenge for vector-borne disease prevention and control. Nature immunology, 21(5), pp.479-483.
• Santos-Vijande, M.L., Lopez-Sanchez, J.A., Loredo, E., Rudd, J. and Lopez-Mielgo, N., 2022. Role of innovation and architectural marketing capabilities in channelling entrepreneurship into performance. Journal of Innovation & Knowledge, 7(2), p.100174.
• Sihite, O.B., Andika, C.B. and Prasetya, A.B., 2020. A Literature Review: Does Transformational Leadership impact and Effective in the Public Bureaucratic. International Journal of Social, Policy and Law, 1(1), pp.44-50.
• Skendžić, S., Zovko, M., Živković, I.P., Lešić, V. and Lemić, D., 2021. The impact of climate change on agricultural insect pests. Insects, 12(5), p.440
• Suseno, Y., Chang, C., Hudik, M. and Fang, E.S., 2023. Beliefs, anxiety and change readiness for artificial intelligence adoption among human resource managers: the moderating role of high-performance work systems. In Artificial Intelligence and International HRM (pp. 144-171). Routledge.
• Trawick, S. and Carraher, T., 2023. Contextualising Kotter’s 8-step model to a sustainable digital transformation: A qualitative study from the perspective of organisational change.
• Urbaniec, M. and Żur, A., 2021. Business model innovation in corporate entrepreneurship: exploratory insights from corporate accelerators. International Entrepreneurship and Management Journal, 17(2), pp.865-888.
• Urbano, D., Turro, A., Wright, M. and Zahra, S., 2022. Corporate entrepreneurship: a systematic literature review and future research agenda. Small Business Economics, pp.1-25.
• Usman, M., 2020. Transformational leadership and organizational change: In the context of today’s leader. International Business Education Journal, 13(1), pp.95-107.
• Weiner, B.J., 2020. A theory of organizational readiness for change. In Handbook on implementation science (pp. 215-232). Edward Elgar Publishing.

Online

• Capgemini, (2023). Discussion with Gary P. Pisano: Building innovative cultures. Online. Available through: <https://www.capgemini.com/insights/research-library/discussion-with-gary-p-pisano/>