This document proposes a knowledge sharing session on organizational innovation. The author, Roslan Bakri Bin Zakaria, is a PhD candidate and entrepreneur with experience founding startups and working in large companies. He offers to conduct a 3-hour session at no cost to explain what organizational innovation is, challenges companies face in innovating, and practical steps organizations can take to embrace innovation. The session would involve senior, middle and frontline managers. The document outlines an agenda covering definitions of innovation, common problems, why innovation is difficult, and actions like identifying problems, running small pilot projects, and using dynamic milestones to measure progress.

1. Idea Paper
Knowledge Sharing Session
On
Organisational Innovation

2. INTRODUCTION
As an introduction, my name is Roslan Bakri Bin Zakaria. I am currently a PhD candidate from Brunel University London. My research is on
organisational innovation and corporate entrepreneurship.And I am in my final year.
More importantly, I am humbly, an entrepreneur. I had 6 start-ups under my belt. Of which 3 failed, 2 taken over and 1 on-going. Initially
started in the tech, then moving on into tech and social development. Along the 20 plus years of experience; I played an integral part in the
development of the BCIC2 Master Plan for the tech industry and 3 Malaysia Plans. I was also called to be the division head of the technopreneur
development division in MDeC and was also seconded to the Prime Minister’s office. In my earlier employed days, I have worked in an oil and
gas company, a start-up and even large companies. On the side, I am one of the core founders of a bumi led tech entrepreneur association (of
which I was selected to be President in 2004) and played a key role in designing the set up and establishment of a bumi based tech
entrepreneur foundation. In the capacity as the division head in MDeC, I was elected as the 2nd President in the first Asia Oceanic Software Park
Alliance as well as several other regional initiatives.And humbly, I have given keynote addresses in regional conferences as well as spearheaded
many tech initiatives, such as open data in Malaysia.
My continued insatiable thirst for knowledge and to gain additional skills, at my tender age of 48, I decided to take the plunge to do my
doctorate; to take me out of my comfort zone; to challenge myself; to put aside all that I think I know and learn. The journey so far has been
more than challenging and filled with pain but; with HIM (2:286), I am now, as mentioned in my final year at the age of 52.
Today, I would like to share some snippets of what I have gained so far, form both my PhD journey and entrepreneurial journey and perhaps it
will give insights and inspire you and your organisation to take up the challenge to always continue to better yourself, the people around you
and the organisation you are in.
My Proposal
I would like to propose a 3 hours session for me to explain what organisational innovation is and how, perhaps your organisation can adopt /
adapt some practical steps to embrace innovation. There will be NO COST to you. I am doing this as I strongly believe that I can only learn if I
share what I know and the knowledge I have obtained. Such is what is commanded unto us (36:12; Muslim). I propose that the venue be at
your premies and I would also like to propose that senior management, middle management and staff (especially those that does strategic,
digital initiatives, marketing and product development) attend this session as the least I can guarantee you is a FUN and relax environment.

3. There are only 2 parts to this idea paper.
Part 1: The things that we already know as leaders
Part 1 is broken up into 3 main areas.
i) What is organisational innovation?
ii) What are the problems companies face?
iii) Why is it so hard to execute a sustainable and successful innovation program in a
company?
Part 2: The practical things we can do moving forward
i) What can be done?
ii) Where to start?
iii) What to start?
iv) How to start?
v) How to measure?

4. What is organisational innovation?
There are 3 ways to look at what organisational innovation is. From the perspective of an
academic, dictionary and an entrepreneur.
Academic
(they cant decide! So I picked 2 at random)
“The adoption of an idea or behaviour (a
process that includes the generation,
development, and implementation of new
ideas or behaviours) new to the adopting
organisation.
It is a means of changing an organisation,
either as a response to changes in the
external environment or as a pre-emptive
action to influence the environment.
It encompasses a range of types, including
new products or services, new process
technologies, new organisational structures or
administrative systems, or new plans or
programs pertaining to organisational
members”. (Damampour, 1996)
“The creation or adoption of new ideas,
knowledge, skills, and methods that can
create value and improve competitiveness of
organisations” (Zhen, Yujia, Zhang, Zu & Jiju;
2015)
Dictionary
“(the use of) new idea and method” in
an organisation - Cambridge
Dictionary
“The action or process of innovating” -
Oxford Dictionary
Entrepreneur
(that’s me!)
Organisation innovation is a cyclical iterative
activity that involves strategising, planning,
rapid-prototyping, problem solving,
improvisation in adapting or adopting new
and novel ideas that will ultimately bring
both tangible and intangible returns to the
organisation ensuring continuous growth

5. What are the
p r o b l e m s
companies face?
There are 2 ways to look at
the problems organisations
face today.
Top Down
Bottoms Up
Confusing methods
The need to control and manage
The feeling of complacency
The multiple layer of fear and risk
The multiple layer of fear and risk
The feeling of complacency
No support structure
No real motivation
It is undoubtedly undeniable that innovation is the key success factor for all sizes of organisations in todays business environment.
Innovation plays a very integral role for organisational growth. However, there are so many different innovations and so many different
approaches to executing innovation that at times, so many decision makers get confused on how best to approach innovation in their
organisation. Simultaneously, employees does not feel empowered and at times, stifled to even suggest any new ideas. This happens to
many different individuals but more so with the gen-X and millennials today. Many attempts to strategise and execute innovation within
a large organisation has constantly resulted in some insignificant success or at best, marginal. The attempts to understand innovation
and its derivatives continues to plague decision makers. And the results of such problems are anything from people working in silo’s, me
first attitude, money first - value second and ultimately leading towards the organisation as a whole, losing. How many times do we need
to see giants topple (or going to topple). Does anyone remember Silicon Graphics? ALTA VISTA? YAHOO? BLACKBERRY? NOKIA? Toys r us?
MACY’s?

7. FEAR
of the unknown
of FEAR
of failing

8. Everyone is accountable to something
SOMEONEThe powers that be is pressuring
everyone to be more
INNOVATIVE
The MARKET is pressuring everyone
to be more
INNOVATIVE
But, almost nothing happens …
Or, things happen slowly …
Or, when it happens, its too late, too old …

9. we convince ourselves that we have
innovated.
… that we are cool.
What is scary?
Everyone seems to want to wait for
others and others are waiting for
everyone
and, opportunities pass us by.

10. So, what is the problem then?
Too many problems?
Too many worries?
Paranoia?
Fear?
Complacency?
Play it safe?
Recognition?
Rewards?
Too many excuses?
This is where the problem lies.

11. BUT We all KNOW that we need
to do something in order to:
SURVIVE
COMPETE
GROW
SUSTAIN
DOMINATE
We can not continue this way and only depend
on one main source of income, one market, re-
inventing the old.
Competitors are coming from all angles, locally
and globally. A start-up can wipe us out of
business TOMORROW!

12. Why is it so hard to execute a sustainable and successful
innovation program in a company?
It is hard because we make excuses for ourselves.
It is hard because we have become complacent.
It is hard because we have become selfish in one way or another.
It is hard because we all don’t care anymore.
It is hard because we convince ourselves that we are ok.
It is hard because we convince others we are all ok.
It is hard because ________ (fill in the blanks)
It is hard because we made it hard.
We spend so much time telling and convincing ourselves why we can’t do certain things when we should spend that time on figuring out why we
can do it.
It is hard because of us.
The world is passing us by at digital speed. Some of the new currency today are intangible items such as TRUST. TRUST is deemed as the new
social currency. The other currency lives within the economy. This currency is called the DISTRIBUTED economy. The next currency we have today
lives within the society and it is known as the COLLABORATIVE society or the collaborative economy.

13. Countless of studies have taken all
these aspects and more into their
research.
Many different perspectives.
Many different theories.
Many different framework.

14. Some produced award winning books
and consultation
Organisations adopted one or more or a
combination BUT the problem still
continues
WHY?

15. Perhaps because we forgot about this one simple issue.
People are complicated and are driven by a multitude or reasons
WHY?
Many different reasons.
Historical.
Preference.
Intent.
This is especially so when it comes for the company to make a major
decision in expanding their services in the global market.
Therefore, it is important for people in organisations to understand
innovation in organisation and how / why it can be of value for them.
It is not about shaking the boat. It is not about being a rebel.
It is about us all and how we, individually or as a group, can make things
better, for us and for all.

16. The practical things we can do moving forward
Innovation could be seen as a chaotic process. But in
chaos, there is always order that can’t be seen with
the naked eye. A structured chaos, to some extent. At
the same time, innovation could also be seen like a
matrix where anything and everything is possible.
And like the movie, MATRIX, the question remains,
“do you want to take the blue pill or the red pill”.
While the answer is obvious, i.e. the red pill; but as
organisations, how do you “manage” this red pill?
BUT, can innovation be managed?
should innovation be managed?
perhaps, to manage is to actually let go

17. The practical things we can do moving forward
i) What can be done?

18. The practical things we can do moving forward
Where to start?
What to start?
How to start?
How to measure?
Identify all the problems you are facing (nothing fancy)
Start with several small
projects that solves simple
but address core problems
Spend short time frames to
brainstorm solutions
Measure dynamic
milestones
sometimes, it does not
need to make any (business)
sense. It just feels good to
do!

19. These are some of the things I am able to share
during the 3 hour session.
I will be coming to Malaysia on the 25th of January
2018 for 6 weeks.
If this idea is agreeable, lets set a date and time to
make this happen.
I look forward to hearing from you soon, InshaAllah.
Thank You