Innovators, Organization Structure and Management of the Innovation Process in the Securities Industry
基于对43家投资机构的调查，发现创新型企业规模更大、战略清晰，且最关键的差异在于对创意生成过程的管理，包括多渠道获取创意、指定专人负责、鼓励全员参与等。
This article examines innovation in the securities industry with the central objective of identifying factors that separate innovators from non‐innovators. Akira Iwamura and Vijay Jog report results based on their survey of corporate finance vice presidents or CEO's of 43 investment houses from around the world. They conclude that innovative companies seem to be larger and have a well‐defined strategy, with management defining the focus of the business. In addition, the firms have developed better communication channels, both internally and with their customers. Yet, the most significant difference that separates innovators from non‐innovators is their management of the idea generation process, including concept generation and management's support. Innovators tend to approach idea generation in the following ways: they employ a variety of idea sources, both internal and external; they assign a specific person or group to be in charge of developing new ideas; they encourage employees at all levels to generate new ideas; they use a variety of innovative techniques to stimulate creativity; they reward their employees by non‐monetary means; and they encourage group‐level participation in evaluation decisions.